Information Technology, Workplace Organization and the Demand for Skilled Labor: Firm-Level Evidence

Recently, the relative demand for skilled labor has increased dramatically. We investigate one of the causes, skill-biased technical change. Advances in information technology (IT) are among the most powerful forces bearing on the economy. Employers who use IT often make complementary innovations in their organizations and in the services they offer. Our hypothesis is that these co-inventions by IT users change the mix of skills that employers demand. Specifically, we test the hypothesis that it is a cluster of complementary changes involving IT, workplace organization and services that is the key skill-biased technical change. We examine new firm-level data linking several indicators of IT use, workplace organization, and the demand for skilled labor. In both a short-run factor demand framework and a production function framework, we find evidence for complementarity. IT use is complementary to a new workplace organization which includes broader job responsibilities for line workers, more decentralized decision-making, and more self-managing teams. In turn, both IT and that new organization are complements with worker skill, measured in a variety of ways. Further, the managers in our survey believe that IT increases skill requirements and autonomy among workers in their firms. Taken together, the results highlight the roles of both IT and IT-enabled organizational change as important components of the skill-biased technical change.

Civil Liability, Safety and Nuclear Parks: Is Concentrated Management Better?

Ultra-hazardous risky activities as nuclear industry cannot be considered as “normal industries” i.e. industries without abnormal environmental and health risks. Consequently, the industrial organization of these specific sectors is of the utmost importance. This paper aims at studying this question. We focus on the associated costs of prevention and civil liability. We analyze how civil liability rules may contribute to extend or to discourage the expansion of nuclear parks to new operators. The paper compares the consequences of extending the management of nuclear stations to several independent operators. This question can apply to the unification process of the European electricity market in which several public and private nuclear power operators are running. The paper shows that the choice between either a monopolistic scheme (one operator managing several plants) or a decentralized one (one operator by station) depends on the condition of application of the legal civil liability regime and on the strength of the safety control exerted by the Nuclear Regulatory Authorities. It is shown that when the control is high, then the safety costs generated by the monopolistic organization are less than the same costs of a decentralized one. However, conditions on the insurance policy can mitigate this result.Strict Liability, Electric Energy, Nuclear Plants

A Case Study on Formal Verification of Self-Adaptive Behaviors in a Decentralized System

Self-adaptation is a promising approach to manage the complexity of modern software systems. A self-adaptive system is able to adapt autonomously to internal dynamics and changing conditions in the environment to achieve particular quality goals. Our particular interest is in decentralized self-adaptive systems, in which central control of adaptation is not an option. One important challenge in self-adaptive systems, in particular those with decentralized control of adaptation, is to provide guarantees about the intended runtime qualities. In this paper, we present a case study in which we use model checking to verify behavioral properties of a decentralized self-adaptive system. Concretely, we contribute with a formalized architecture model of a decentralized traffic monitoring system and prove a number of self-adaptation properties for flexibility and robustness. To model the main processes in the system we use timed automata, and for the specification of the required properties we use timed computation tree logic. We use the Uppaal tool to specify the system and verify the flexibility and robustness properties.Comment: In Proceedings FOCLASA 2012, arXiv:1208.432

Initiating a Collaborative Cybersecurity Governance Framework at the State Level

Cybersecurity risk is dynamic and rapidly evolving. Today, cyber incidents can significantly impair government operations, erode public confidence, undermine operations of critical infrastructures, and put citizen data and whole industries at risk. Managing these risks to cyber assets must be part of a state’s overall risk management portfolio. To do this successfully, state leaders must have effective cybersecurity governance. To achieve this, governors and state legislatures must ensure that their states have the essential governance mechanisms necessary for understanding and managing cybersecurity risk and for translating awareness about cyber threats into action. This dissertation gives an overview of three different governance models (centralized, decentralized, and hybrid), comparing effectiveness of each by state. Most literature suggests that a centralized cybersecurity governance approach, where one organization is designated and has authority to make all of the decisions about cybersecurity and IT security, is the most effective at the state level. However, this is not always feasible due to budget constraints, lack of trained personnel, and state culture. Comparing Nationwide Cybersecurity Review (NCSR) governance data and answers from cybersecurity governance interviews with individuals responsible for cybersecurity in their respective states, this study tests the hypothesis that states with centralized authority over cybersecurity governance will have higher NCSR scores (higher scores = more successful cybersecurity programs) than states that utilize a decentralized or hybrid model. While initial data supports the hypothesis, it also suggests that a hybrid cybersecurity governance model (encompassing a mixture of centralized and decentralized) could be the answer for states struggling to become centralized

Multi Site Coordination using a Multi-Agent System

A new approach of coordination of decisions in a multi site system is proposed. It is based this approach on a multi-agent concept and on the principle of distributed network of enterprises. For this purpose, each enterprise is defined as autonomous and performs simultaneously at the local and global levels. The basic component of our approach is a so-called Virtual Enterprise Node (VEN), where the enterprise network is represented as a set of tiers (like in a product breakdown structure). Within the network, each partner constitutes a VEN, which is in contact with several customers and suppliers. Exchanges between the VENs ensure the autonomy of decision, and guarantiee the consistency of information and material flows. Only two complementary VEN agents are necessary: one for external interactions, the Negotiator Agent (NA) and one for the planning of internal decisions, the Planner Agent (PA). If supply problems occur in the network, two other agents are defined: the Tier Negotiator Agent (TNA) working at the tier level only and the Supply Chain Mediator Agent (SCMA) working at the level of the enterprise network. These two agents are only active when the perturbation occurs. Otherwise, the VENs process the flow of information alone. With this new approach, managing enterprise network becomes much more transparent and looks like managing a simple enterprise in the network. The use of a Multi-Agent System (MAS) allows physical distribution of the decisional system, and procures a heterarchical organization structure with a decentralized control that guaranties the autonomy of each entity and the flexibility of the network

E-learning adoption in universities: the ‘gazebo’ effect of the social system on diffusion.

The implementation of e-learning in universities is often explored through the conceptual framework of the innovation diffusion model (Rogers 2003). Analysis using the five adopter categories or the characteristics of the innovation is common, but a less frequently explored element is the influence on diffusion of the social system within which the individual adopters are situated. The paper considers the potential of this element of Rogers’ model to explain the diffusion of e-learning within the social system of a university and demonstrates that the nature of universities, traditionally considered to be highly decentralized organizations composed of many ‘ivory gazebos’ rather than a single ‘ivory tower’, may expose some challenges to the usefulness of the model. Factors considered include the ambiguity of management positions and the nature of communication in devolved departments

Best Practices in Diversity Management

[Excerpt] The International Personnel Management Association (IPMA) has undertaken a human resource benchmarking project with the National Association of State Personnel Executives (NASPE). IPMA is an organization representing over 1,700 organizations and 2,500 individuals involved in public sector human resource management. The Association’s mission is to optimize organizational and individual performance in the public service by providing human resource leadership, professional development, information and services. IPMA has established an International Human Resource Advisory Board to facilitate the exchange of information on international human resource developments. The International Human Resource Advisory Board has 37 members from 35 countries and international organizations. Additional information about IPMA can be obtained at http://www.ipma-hr.org

Restructuring of Human Resource Management In The U.S.: Strategic Diversity

Change is endemic in the U. S. economy and in worker-management relations. This change can be examined from the perspective of increasing centralization in which public policy dictates that corporations and the state act in concert, to a decentralized market system in which assets are constantly being reconfigured to more productive uses. This paper looks at the evolution of industrial relations and personnel administration to human resource management within this context of continual change through centralized versus decentralized perspectives. Major shifts in HR policies in American companies are described. Within these major shifts, a wide diversity of policy options for workermanagement relations exist. A strategic-contingency model may provide a unifying framework to assist decision makers in choosing among these policy options