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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
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
The Outsider Edge
Scholars have been examining the role of relationships in managerial work for decades. Managers are not individual contributors, after all. They lead projects, operate business units, and coordinate activity--in short, they get things done through others. Here, Anderson and Cappelli look at an atypical but long-standing practice in Europe that has now spread to the US and elsewhere: giving independent contractors temporary management roles within companies.
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
CLASSIFYING WORK IN THE NEW ECONOMY
Alternatives to the archetypal model of full-time regular employment are now both prevalent and wide-ranging. Over a fifth of U.S. workers, and even more globally, now perform economic work under arrangements thai differ from full-time regular employment. Yet most of our management and social science notions about economic work are based on the full-time employment model. We know relatively little about the operation and consequences of alternative arrangements in part because while these arrangements vary considerably, they are commonly grouped together for research purposes using existing classification systems. We outline an inclusive classification system that distinguishes clearly between employment and its alternatives. It also distinguishes among the alternatives themselves by grouping work arrangements into categories that share common properties and that are distinct from each other in ways that matter for practice and for research. The classification system is based on distinctions about the sources and extent of control over the work process, the contractual nature of the work relationship, and the parties involved in the work relationship. Our classification system is both informed by and reflects the legal distinctions among these categories. We explore implications of our system for research and theory development.
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
Will college pay off?: a guide to the most important financial decision you will ever make
The decision of whether to go to college, or where, is hampered by poor information and inadequate understanding of the financial risk involved.
Adding to the confusion, the same degree can cost dramatically different amounts for different people. A barrage of advertising offers new degrees designed to lead to specific jobs, but we see no information on whether graduates ever get those jobs. Mix in a frenzied applications process, and pressure from politicians for \"relevant\" programs, and there is an urgent need to separate myth from reality.
Peter Cappelli, an acclaimed expert in employment trends, the workforce, and education, provides hard evidence that counters conventional wisdom and helps us make cost-effective choices. Among the issues Cappelli analyzes are:
*What is the real link between a college degree and a job that enables you to pay off the cost of college, especially in a market that is in constant change?*Why it may be a mistake to pursue degrees that will land you the hottest jobs because what is hot today is unlikely to be so by the time you graduate.*Why the most expensive colleges may actually be the cheapest because of their ability to graduate students on time.*How parents and students can find out what different colleges actually deliver to students and whether it is something that employers really want.
College is the biggest expense for many families, larger even than the cost of the family home, and one that can bankrupt students and their parents if it works out poorly. Peter Cappelli offers vital insight for parents and students to make decisions that both make sense financially and provide the foundation that will help students make their way in the world.
eBook
SOCIAL EXCHANGE AND THE EFFECTS OF EMPLOYEE STOCK OPTIONS
The authors assert that broad-based stock options create a social exchange relationship between the employer and employees, leading to higher individual job performance in the next period. They compare this social exchange hypothesis to the more typical incentive-based explanation for stock options, which is that holding options generates financial incentives for better individual job performance in the current period. Findings show that significant and meaningful relationships are associated with social exchange effects and that these are both independent of incentive effects and arguably greater than those for the incentive effects. The authors use non-parametric and parametric fixed effects models, other controls for sample heterogeneity, and alternative specifications to address possible concerns about identification and endogeneity. These results extend empirical studies of social exchange relationships to common workplace practices. They also raise the possibility that some of the performance effects attributed to incentives in other studies may actually be attributable to social exchange effects.
Journal Article