Market Characteristics, Intra-Firm Coordination, and the Choice of Human Resource Management Systems: Evidence from New Japanese Data

This paper explores theoretically and empirically potentially important yet often-neglected linkage between task coordination within the organization and the structure of organization and bundling of HRMPs (Human Resource Management Practices). In so doing, we also provide fresh insights on the interplay between the firm’s technological and output market characteristics and its choice of HRMP system. We begin with constructing a team-theoretic model and derive three task coordination modes: vertical control, horizontal coordination, and hybrid coordination. The model provides rich implications about complementarity involving task coordination modes, HRMPs, training and hiring, and management strategies, and illustrates how such complementarity is affected by the firm’s technological and output market conditions. Guided by the theoretical exploration, we analyze unique data from a new survey of Japanese firms which provide for the first time data on newer forms of HRMPs adopted by Japanese firms (such as cross-functional offline teams and self-managed online teams). One novel finding (which is consistent with the theory) is that the adoption of both self-managed online teams and cross-functional offline teams usually arises in firms with shop-floor committees while the introduction of cross-functional offline teams alone often takes place in firms with joint labor-management committees. We also confirm implications from our theory that firms in more competitive markets are more likely to adopt both types of teams while firms facing more erratic price movement tend not to adopt self-managed online teams.

How should teams be formed and managed?

The keys to effective teamwork in firms are (1) carefully designed team-formation policies that take into account what level of diversity of skills, knowledge, and demographics is desirable and (2) balanced team-based incentives. Employers need to choose policies that maximize the gains from teamwork through task coordination, problem solving, peer monitoring, and peer learning. Unions and labor market regulations may facilitate or hinder firmsâ attempts at introducing teams and team-based incentives

Complexity, Uncertainty, and Organizational Congruency

Many scholars in the fields of organization theory and management strategy have argued that there is a tension between the two types of organizational learning activities, exploration and exploitation. They appear to be substitutes: the greater the skill at one, the harder it is to do the other well. It is often argued that the two activities compete for scarce resources when firms need different capabilities and management policies to promote one over the other. We present another explanation that attributes the phenomenon to the dynamic interactions among the activities, search, knowledge sharing, evaluation, and alignment within organizations relying on the NK Landscape framework (Kauffman 1993). Our results show that successful organizations tend to bifurcate into two types: those that always promote individual initiatives and build organizational strengths on individual learning and those good at aligning the individual knowledge base and exploiting shared knowledge. Straddling between the two types often fails. The intuition is that an equal mixture of individual search and organizational alignment slows down individual learning compared to the first orga nization type while making it difficult to update institutionalized knowledge because individuals' knowledge base is not so sufficiently aligned as in the second type. In such gstraddlingh organizations, once individuals get stuck with locally-best solutions in an uncoordinated manner, they cannot agree on how to improve the organizational knowledge. Straddling is especially inefficient when the operation is sufficiently complex (in other words, the interdependency is high) or when the business environment is sufficiently uncertain.

The Impact of Group Diversity on Performance and Knowledge Spillover -- An Experiment in a College Classroom

An important yet under-explored question in the teamwork literature concerns how group characteristics affect productivity. Within a given teamwork setting, it is not obvious how group member diversity affects the performance of the individual and the group. The group may gain from knowledge transfer and sharing while it may be crippled by communication and coordination problems that are prevalent in heterogeneous groups. In this study, we combine class performance data from an undergraduate management class with students%u2019 personal records to explore diversity and knowledge spillover effects. A major advantage of our dataset is the exogenous assignment of groups, which rules out the troublesome yet common self-selection issue in team literature. Our results indicate that male-dominant groups performed worse both in group work and in individually taken exams than female-dominant and equally-mixed gender groups after controlling for other group characteristics. Individual members from a group with more diversity in age and gender scored higher in exams. However, we did not find any significance of a group%u2019s racial composition over group and individual performances. Another novel aspect of this natural experiment is that each group chooses their own group contract form %u2013 members of %u201Cautonomous%u201D groups receive equal grade for their group work while those in "democratic" groups can adopt differentiated point allocation, thus, providing a proper mechanism to punish free riders. Our estimation results show a significant correlation between the choice of a democratic contract and the group and individual performance. To address the endogeneity problem in groups%u2019 contract choices, we use a maximum likelihood treatment effect model and found that the democratic group contract has a positive and significant effect on group performance.

Market Characteristics, Intra-Firm Coordination, and the Choice of Human Resource Management Systems: Evidence from New Japanese Data

This paper explores theoretically and empirically potentially important yet often-neglected linkage between task coordination within the organization and the structure of organization and bundling of HRMPs (Human Resource Management Practices). In so doing, we also provide fresh insights on the interplay between the firm’s technological and output market characteristics and its choice of HRMP system. We begin with constructing a team-theoretic model and derive three task coordination modes: vertical control, horizontal coordination, and hybrid coordination. The model provides rich implications about complementarity involving task coordination modes, HRMPs, training and hiring, and management strategies, and illustrates how such complementarity is affected by the firm’s technological and output market conditions. Guided by the theoretical exploration, we analyze unique data from a new survey of Japanese firms which provide for the first time data on newer forms of HRMPs adopted by Japanese firms (such as cross-functional offline teams and self-managed online teams). One novel finding (which is consistent with the theory) is that the adoption of both self-managed online teams and cross-functional offline teams usually arises in firms with shop-floor committees while the introduction of cross-functional offline teams alone often takes place in firms with joint labor-management committees. We also confirm implications from our theory that firms in more competitive markets are more likely to adopt both types of teams while firms facing more erratic price movement tend not to adopt self-managed online teams

Exploring the Sources of Firm-level Scale Economies in R&D: Complementary assets, internal and external knowledge inflows, and inventor team size

This paper explores the sources of firm-level scale economies in R&D, based on unique project-level data from a new large-scale survey of Japanese inventors, matched with firm-level data. We focus on four sources: complementary assets, internal and external knowledge inflows, and inventor team size. Major findings include: (1) a larger firm tends to generate more patents from a research project but not more valuable patents, controlling for the objectives and the R&D investment (inventive efforts) for the project; (2) the sales of a firm rather than its R&D (or patent stocks) significantly affects the number of patents from the project, suggesting that the main source of such scale economy is not internal knowledge inflow but "appropriation advantage" of a large firm; (3) an inventor in a large firm often gains important knowledge for the project from internal knowledge inflow as well as from scientific literature. However, the performance of R&D-for which internal knowledge is important-tends to be low; and (4) the size of inventor teams increases with firm size and technological diversity. A larger team size is significantly associated with higher patent value and, as such, the size of the inventor team is one source of firm-level scale economies.

Incentive Pay or Windfalls: Remuneration for employee inventions in Japan

This paper summarizes historical developments in Japan's legal treatment of firms' invention remuneration policies and examines the impact of such policies on R&D performance using original data from surveys including the 2005 IIP Invention Remuneration Survey, the 2007 RIETI Inventor Survey and its 2008 follow-up survey. Tracking the linkages between remuneration policy and R&D performance is complicated by Japanese firms' reluctance to reveal the details of their policies to their employees before the 2004 amendment of Japan's Patent Law. By matching the data from firm-level and individual-level surveys, we find that nearly 40% of inventors believed that their firms did not have revenue-based remuneration although their employers reported they actually had instituted such policies. We estimate the effect of revenue-based remuneration policies on R&D performance using two policy variables for the incidence of contingent remuneration policies, one of which depends on the firms' responses and the other on individual employees' survey responses.

Intrinsic and Extrinsic Motivations of Inventors

This paper theoretically and empirically evaluates the relationship between the strength of inventors' motives and their productivity, and the interaction between intrinsic and extrinsic motivation. For our empirical analyses, we use novel data from a survey of Japanese inventors on 5,278 patents conducted by the Research Institute of Economy, Trade and Industry (RIETI) in 2007 matched with a firm-level survey of remuneration policies for employee inventions conducted by the Institute of Intellectual Property (IIP) in 2005. The RIETI survey contains rich information about inventors, patents, and project characteristics, as well as two new measures of inventor productivity. Our study first reveals that satisfaction from contributing to science and technology and interest in solving challenging technical problems are highly associated with inventor productivity. Most notably, the science motivation measure has the largest and the most significant correlation with our measures of inventor productivity. Science orientation may be strongly associated with high R&D productivity because early access to scientific discoveries gives inventors an advantage or because interest in science correlates with inventive ability. However, careful analysis using additional measures of knowledge spillovers from academia and a proxy of inventor ability find little support for either explanation. This result makes the third explanation (science orientation) plausible, that is, the above two task motives simply encourage researchers to dedicate themselves to challenging projects. In order to explore further and based on our interpretation of motivation mentioned above, we present a principal-agent model where the agent selects the type of research projects and exerts effort in the presence of monetary incentives. The model offers the following two empirical implications: (a) firms with many intrinsically motivated employees are less likely to introduce revenue-based pay; and (b) the average value of patents is more positively correlated with the strength of intrinsic motivation in the absence of revenue-based pay than in its presence. Finally, we test the above empirical implications using the matched dataset from the RIETI and IIP surveys and we find little significant support for either prediction. We offer possible explanations for the result.

Working Hours, Promotion and the Gender Gap in the Workplace

This paper presents a novel model of promotion within the firm which sheds new light on the interplay between working hours and the odds of subsequent promotion. The model's key feature is the coexistence of two different sources of asymmetric information: (i) the worker's cost of long working hours: and (ii) the worker's OJT ability (the worker's ability to accumulate valuable human capital on the job through learning by doing). The worker's cost of working long hours is known only to the worker, while the worker's OJT ability is accurately assessed only by the firm observing him/her on the job. Long working hours signal the worker's commitment to the firm, which determines the surplus produced when the worker is promoted. Thus, the firm provides the worker with managerial training only after observing the employee's hours worked, a signal of his/her commitment to the firm or lack thereof. The firm's decision to provide training also depends on its private information about the worker's OJT ability, which affects his/her future productivity if and when the worker gets promoted. Upon completion of training, the firm then promotes the worker. The model illuminates under what conditions, it is efficient for the firm to adopt the information revelation strategy – reveal its private information on the worker's OJT ability to him/her before the worker decides on whether to work long hours and signal his/her commitment. Using the model, we show that under a reasonable set of conditions, the firm may find it optimal to adopt the information revelation strategy for women but not for men, and derive an empirical testable hypothesis that the correlation between working hours and subsequent promotion will be stronger for women than for men. We analyze longitudinal personnel data from a large Japanese manufacturing firm and provide rigorous econometric evidence in support of the hypothesis

A Theory of B2B Exchange Formation

Abstract The recent explosion of attempts to form B2B exchanges and the large failure rate of these attempts raise questions about when and why B2B exchange formation succeeds. Our model provides a theory of B2B exchange formation by investigating conditions under which B2B exchanges attract enough buyers and suppliers to form. Our most important result is that, when the number of potential suppliers is large enough, successful formation of a B2B exchange hinges on its ability to subsidize suppliers selectively. Since there are externalities among participation decisions, charging the marginal cost of connection does not lead to the e¢cient outcome. O¤ering a subsidy to a selective group of suppliers is to "divide and conquer" them to induce full participation. Selective subsidy is also necessary to insure that the optimal number of suppliers join the exchange. When such subsidy is feasible, the full participation equilibrium becomes the unique subgame-perfect Nash equilibrium. The theory also yields implications for the ownership structure needed to support B2B exchange formation ¤ John M. Olin School of Business, Washington University in St. Louis. We wish to thank the Boeing Center on Technology, Information, and Manufacturing for providing funding to support this research and Wes Frick of the Boeing company for sharing with us his knowledge of B2B exchanges and of Boeing's e¤orts in this regard. We also thank Yuriy Fedyk for his reliable research assistance