Labor Market Frictions, Job Insecurity, and the Flexibility of the Employment Relationship

We analyze a search model of the labor market in which firms and workers meet bilaterally and negotiate over wages in the presence of private information. We show that a fall in labor market frictions induces more aggressive wage bargaining behavior which in turn leads to a costly increase in job insecurity. This adverse insecurity effect can be so large that firms and workers who are in an employment relationship can be made worse off by a fall in labor market frictions. In contrast, firms and workers who are not in an employment relationship and are searching the market for a counterpart are always made better off by such a fall in labor market frictions. We then endogenize the organizational structure of the employment relationship and show that a fall in labor market frictions induces a one off reorganization in which firms and workers switch from a rigid employment relationship to a flexible one. This reorganization leads to a large, one off increase in job insecurity and unemploymentjob insecurity, flexibility of employment relationships, private information

Labor Market Reforms, Job Instability, and the Flexibility of the Employment Relationship

We endogenize separation in a search model of the labor market and allow for bargaining over the continuation of employment relationships following productivity shocks to take place under asymmetric information. In such a setting separation may occur even if continuation of the employment relationship is privately efficient for workers and firms. We show that reductions in the cost of separation, owing for example to a reduction in firing taxes, lead to an increase in job instability and, when separation costs are initially high, may be welfare decreasing for workers and firms. We furthermore show that, in response to an exogenous reduction in firing taxes, workers and firms may switch from rigid to flexible employment contracts, which further amplifies the increase in job instability caused by policy reform.search, bargaining, asymmetric information, labor market reform

Strategic communication: prices versus quantities

We examine how cheap talk communication between managers within the same firm depends on the type of decisions that the firm makes. A firm consists of a headquarters and two operating divisions. Headquarters is unbiased but does not know the demand conditions in the divisions' markets. Each division manager knows the demand conditions in his market but is also biased toward his division. The division managers communicate with headquarters, which then sets either the prices or quantities for each division. The quality of communication depends on whether headquarters sets prices or quantities. This is the case even though, once communication has taken place, expected profits are the same whether headquarters sets prices or quantities

Organizing to adapt and compete

We examine the relationship between the organization of a multi-divisional firm and its ability to adapt production decisions to changes in the environment. We show that even if lower-level managers have superior information about local conditions, and incentive conflicts are negligible, a centralized organization can be better at adapting to local information than a decentralized one. As a result, and in contrast to what is commonly argued, an increase in product market competition that makes adaptation more important can favor centralization rather than decentralization

Centralization versus decentralization: an application to price setting by a multi-market firm

This paper compares centralized and decentralized price setting by a firm that sells a single product in two markets, but is constrained to set one price (e.g., due to arbitrage). Each market is characterized by a different linear demand function, and demand conditions are privately observed by a local manager. This manager only cares about profits in his own market and, as a result, communicates his information strategically. Our main results link organizational design to market demand. First, if pricing is decentralized, it is always delegated to the manager who faces the flattest inverse demand function, regardless of the size of market demand. Second, even when pricing can be allocated to an unbiased headquarters, decentralization is optimal when markets differ sufficiently in how flat the inverse demand functions are. Finally, decentralization is more likely when, in expectations, local managers disagree more about prices

Efficient organisation of economic institutions: Firms and contract enforcement agencies.

This thesis studies the efficient organisation of economic institutions. In the first chapter we analyse how foreign direct investment projects can generate spillovers through backward linkages. An investment project can generate such spillovers if local competitors in the project's own industry can benefit from the upstream efficiency improvements that were induced by the entry of the foreign firm. The existence of the spillover effect depends crucially on the supplier arrangement that is chosen by the foreign firm. The foreign firm could avoid the spillover effect by producing the input itself or by contracting with only a small number of local suppliers. We use an incomplete contract framework to study the conditions under which the foreign firm optimally chooses a supplier arrangement that generates spillovers to the local industry. In the second chapter we study an incomplete contract model in which a buyer and a seller first agree on an efficient ownership structure and then bargain over the price of an input. We allow for asymmetric information at the ex post bargaining stage. The ownership structure that the agents agree on ex ante determines the payoff that each of them can realise before reaching agreement ex post. We show that an ownership structure that lowers the parties' joint pre-agreement payoffs accelerates ex post decision making but also makes delay in decision making more costly. We derive the ownership distribution that minimises the ex post bargaining inefficiencies. In the third chapter we compare the efficiency of private and public provision of contract enforcement services. We show that self-interested agents with coercive power may have an incentive to use this power to enforce contracts between third parties. However, such agents also engage in extortion. We analyse how social welfare depends on the number of self-interested agents with coercive power and whether such agents face democratic elections

Labor Market Frictions, Job Insecurity and the Flexibility of the Employment Relationship

We analyze a search model of the labor market in which firms and workers meet bilaterally and negotiate over wages in the presence of private information. We show that a fall in labor market frictions induces more aggressive wage bargaining behavior which in turn leads to a costly increase in job insecurity. This adverse insecurity effect can be so large that firms and workers who are in an employment relationship can be made worse off by a fall in labor market frictions. In contrast, firms and workers who are not in an employment relationship and are searching the market for a counterpart are always made better off by such a fall in labor market frictions. We then endogenize the organizational structure of the employment relationship and show that a fall in labor market frictions induces a one off reorganization in which firms and workers switch from a rigid employment relationship to a flexible one. This reorganization leads to a large, one off increase in job insecurity and unemploymentjob insecurity, private information, flexibility of employment relationship

Stories at work

Organizational stories are commonplace and a crucial force shaping employee behavior. We show how an organization's choice of story can be formally incorporated into its design problem. In our simple model, the organization optimally becomes either “purpose driven,” which involves pairing flat money incentives with a story that emphasizes the importance of generating output (e.g., saving lives, putting a person on the moon), or “incentive driven,” which involves pairing steep money incentives with a narrower story that emphasizes the importance of maintaining ethical standards (e.g., maintaining quality, helping peers). We illustrate the applicability of these results using a variety of examples