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dc.contributor.authorOsterman, Paul
dc.date.accessioned2013-01-30T16:21:25Z
dc.date.available2013-01-30T16:21:25Z
dc.date.issued2011-07
dc.date.submitted2011-06
dc.identifier.issn0019-7939
dc.identifier.urihttp://hdl.handle.net/1721.1/76656
dc.description.abstractThe author illustrates the utility of institutional labor economics and makes a case for a reconsideration of it. Two recent developments motivate this effort: the rise of New Personnel Economics (NPE) as a significant subfield of labor economics and the substantial shifts in work organization that have taken place since the 1990s. Understanding how and why firms have reorganized work opens the door for a renewed interest in institutional approaches. The author explains that the rules of institutional labor markets (ILMs) emerge from the competition between organizational interest groups—unions, personnel professionals, and the government—and competing views of firms’ objectives—resulting in the rise of ILMs, the slow diffusion of High Performance Work Systems, strategies used to obtain a high level of commitment from workers, the use of contingent employees, and the spread of new promotion rules in response to equal employment opportunity pressures. As such, the role of power and influence in establishing work rules is of central concern, though more conventional NPE considerations also remain important.en_US
dc.language.isoen_US
dc.publisherNew York State School of Industrial and Labor Relations, Cornell Universityen_US
dc.relation.isversionofhttp://digitalcommons.ilr.cornell.edu/ilrreview/vol64/iss4/1/en_US
dc.rightsArticle is made available in accordance with the publisher's policy and may be subject to US copyright law. Please refer to the publisher's site for terms of use.en_US
dc.sourceCornell Universityen_US
dc.titleInstitutional labor economics, the new personnel economics, and internal labor markets: A reconsiderationen_US
dc.typeArticleen_US
dc.identifier.citationOsterman, Paul. "Reconsidering Institutional Labor Economics." ILRReview 64.4 (2011): 637-652.en_US
dc.contributor.departmentSloan School of Managementen_US
dc.contributor.mitauthorOsterman, Paul
dc.relation.journalILRReviewen_US
dc.eprint.versionFinal published versionen_US
dc.type.urihttp://purl.org/eprint/type/JournalArticleen_US
eprint.statushttp://purl.org/eprint/status/PeerRevieweden_US
dspace.orderedauthorsOsterman, Paulen_US
dc.identifier.orcidhttps://orcid.org/0000-0002-1210-7820
mit.licensePUBLISHER_POLICYen_US
mit.metadata.statusComplete


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