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National Organizations Survey 1996-1997
Cynthia Kendall
Arthur Heether
Kohei Takahashi
Project Objectives
1.Representative sample of 1002 U.S. work
establishments
2.Employers interaction with other
organizations to obtain and train new
workers
Sample Design
1.Random sample drawn from the Dun and Bradstreet (D&B) Information Services.
2.Stratification by size to insure probability proportional to size. (1991 NOS)
Data Collection
1.1835 potential interview attempts
2.From June 19, 1996 to June 13, 1997
3.Nine contact attempts (median)
4.Median of 47 minutes to interview
Technical Information About the Data File
1. Data cleaning procedure
Mail questionnaires
Telephone surveys
2. Statistical Package for the Social
Sciences (MCSR)
3. Public Availability
SPSS export file (NOS1996.POR)
Interorganizational Networks and the
Changing Employment Contract Arne L. Kalleberg
University of North Carolina
David Knoke
University of Minnesota
Peter V. Marsden
Harvard University
Organizations in Transition
1. From internal to external labor mechanisms 2. Contingent workers and training services3. Mutual obligations between employees and
their firms 4. Dramatic changes in 1990’s undiversified structures
integration into global economy
Changing the Nature of Work
1. Alternative to traditional internal labor
markets
2. Rise in the importance of external labor markets
3. Campaigns to decentralize organizations
Contingent Workers
1. Part-time workers
2. Temporary workers
3. Subcontracted workers
4. Various roles of contingent workers
Clerical
High skilled workers (engineering)
5. Lack of pensions and health benefits
Interorganizational Networks
1. New forms of labor exchange between organizations.
2. Importance of network perspective on organizational behavior.
3. Social networks and exchange ties 4. Types of interorganizational networks Ego-centered network Alter organizations Global network
Employer-Employee regimes
1. Reciprocal expectations and behaviors between management and labor
2. Variance of employment contracts
3. Old covenant VS New covenant in the workplace
4. Reliance on individual and organizational contractors to get work done
Job Training Providers
1. Reasons for using in-house training or purchasing training services externally
2. Finding 1991 NOS on training providers
3. Range of formal interorganizational training ties (Pts. From p6)
Changes of Employment Contracts
1. Decrease unit labor costs
2. Reduction individual opportunities
3. Worker disruptions/displacement
4. Reduction of loyalty to organizations
5. Inherent dangers
Foreign capture of market
Inequity of profit distribution
Research Hypotheses
1. Organizational Environments
H1: The more unstable….
2. Labor Markets
H2: The tighter occupational….
3. Labor Unions
H3: In unstable environmental…….
4. Institutionalization
H4: The more extensive……
Research Design
1. A Longitudinal Organizational Survey2. Sampling Organizations3. Sampling Occupations Within Organizations4. Generating Interorganizational Ego-Networks 5. Labor Contracting Relations6. Job Training Relationships
Discussion and Conclusion 1. “Labornetworking” as a strategy
2. Continuous use of contingent labor
3. Workers economic advantages?
4. Unstable markets
Why are these types of markets
favorable to corporations?
5. Commitment Level of contingent
workers