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"Cappelli, Peter"
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The India way : how India's top business leaders are revolutionizing management
\"Over the last two decades, many of India's leading companies have been achieving double-digit growth - even in the midst of a global recession. Understanding what is driving the Indian business juggernaut is an imperative no manager - in any part of the world - can afford to ignore.\" \"In this timely book, professors Peter Cappelli, Harbir Singh, Jitendra Singh, and Michael Useem of the Wharton School India Team reveal the secrets of India's top-performing companies: an innovative, unconventional, and exportable set of management principles they call the \"India Way.\" The authors argue that the India Way could have the same remarkable impact that Japanese business leaders and the \"Toyota Way\" had on manufacturing around the world: it could change the practice - and purpose - of management on a global scale.\" \"Drawing on interviews with more than one hundred top executives from India's largest corporations - including Infosys Technologies, Reliance Industries, and Tata Sons - the authors reveal how the India Way differs from Western management practice in how organizations manage and value employees; transcend barriers through improvisation; create compelling value propositions that serve a massive, underprivileged market; govern for the long term; and make social issues a business priority. The authors identify how managers in other countries can learn from these practices and adapt them in their own companies.\"--BOOK JACKET.
Book
Skill gaps, skill shortages, and skill mismatches
Concerns over the supply of skills in the U.S. labor force, especially education-related skills, have exploded in recent years with a series of reports not only from employer-associated organizations but also from independent and even government sources making similar claims. These complaints about skills are driving much of the debate around labor force and education policy, yet they have not been examined carefully. In this article, the author assesses the range of these charges as well as other evidence about skills in the labor force. Very little evidence is consistent with the complaints about a skills shortage, and a wide range of evidence suggests the complaints are not warranted. Indeed, a reasonable conclusion is that overeducation remains the persistent and even growing condition of the U.S. labor force with respect to skills. The author considers three possible explanations for the employer complaints and the associated policy implications.
Journal Article
A STUDY OF THE EXTENT AND POTENTIAL CAUSES OF ALTERNATIVE EMPLOYMENT ARRANGEMENTS
The notion of regular, full-time employment as one of the defining features of the U.S. economy has been called into question in recent years by the apparent growth of alternative or \"nonstandard\" work arrangements—part-time hours, temporary help, independent contracting, and other configurations. Identifying the extent of these arrangements, whether they are increasing and where they occur, is the first step to understanding their implications for the economy and the society. But such steps have been difficult to take because of the lack of appropriate data. Based on a national probability sample of U.S. establishments, the authors present estimates of the extent of these practices, evidence on changes in their use over time, and analyses that contribute to understanding why alternatives have come into play.
Journal Article
Understanding Executive Job Search
We apply the exploitation/exploration dichotomy faced by organizations in business strategy to the decisions of individual executives as to whether to continue in their current organization and exploit career opportunities there or explore new ones through the avenue of job search. Specifically, we observe whether executives pursue offers from an executive search firm to be considered for positions at other organizations. Insights from the multi-armed bandit problem help explain who searches and who does not, focusing on the structural attributes of each individual’s situation. Individuals are more likely to search where their current roles are less certain and where broader career experience makes search more useful because the array of possible opportunities is greater. The results also shed light on the operations of executive search firms, who are central actors in executive careers.
Journal Article
The return on a college degree: the US experience
I consider the evidence about the return to the cost of a college degree based on research from the US. Many countries, including the UK, are increasing the share of college costs paid for by individuals based at least in part on the notion that college graduates gain a great deal of income from their degree. The US is arguably the country where this notion is most accepted and is also where students and their families pay the most for college. While there is little doubt that college graduates earn considerably more than non-graduates, how much of that should be attributed to education per se as opposed to other factors such as the greater resources and abilities of college students even before they begin college is less clear. When we consider whether the costs paid by students and their families is worth the investment, the results are mixed, depending on the college.
Journal Article
Paying to Program? Engineering Brand and High-Tech Wages
We test the hypothesis that information technology (IT) workers accept a compensating differential to work with emerging IT systems and that employers that invest in these systems can, in turn, capture greater value from the wages they pay. We show that much of the utility IT workers derive from these systems is from skills acquired on the job. This is principally true for younger workers at employers where skill development is encouraged, and the effects are stronger in thicker markets where workers with newer skills have more outside options. An analysis of the text in online employer reviews supports the notion that IT workers value access to interesting IT systems above most other employer attributes. These findings are important because (1) they provide evidence of how worker preferences can influence corporate IT investment decisions, (2) they shed light on factors influencing IT skill development, and (3) they point to a potentially important explanation for returns from IT investments.
This paper was accepted by Chris Forman, information systems.
Journal Article
The Outsider Edge
The success of managers hired for temporary roles and how loose ties and cultural distance can contribute to their effectiveness is discussed. The authors conducted interviews and surveys with managers hired as contractors and their employee-managers. They found that relationships and connections within an organization are not always necessary for effective management. The text also explores the practice of giving independent contractors temporary management roles and its prevalence in Europe and the US. The authors argue that the concept of interim management should be further explored and utilized in business transformation efforts.
Journal Article
Do \High-Performance\ Work Practices Improve Establishment-Level Outcomes?
Studies of how different work practices affect organizational performance have suffered from methodological problems. Especially intractable has been the difficulty of establishing whether observed links are causal or merely reflect pre-existing differences among firms. This analysis uses a national probability sample of establishments, measures of work practices and performance that are comparable across organizations, and, most important, a unique longitudinal design incorporating data from a period prior to the advent of high-performance work practices. The conclusion most strongly supported by the evidence is that work practices transferring power to employees, often described as \"high-performance\" practices, raise labor costs per employee, suggesting that they may raise employee compensation. Higher compensation is a cost to employers, although some statistically weak evidence points to these practices raising productivity. The authors find little effect of high-performance work practices on overall labor efficiency, which they measure as the output per dollar spent on labor.
Journal Article