Skill-Biased Organizational Change? Evidence from A Panel of British and French Establishments
利用英法企业面板数据，发现组织变革（如权力下放、减少管理层级、增加多任务）与技能互补，会减少对低技能工人的需求，且初始技能高的企业从变革中获益更多。
This paper investigates the determination and consequences of organizational changes (OC) in a panel of British and French establishments. Organizational changes include the decentralization of authority, delayering of managerial functions, and increased multitasking. We argue that OC and skills are complements. We offer support for the hypothesis of "skill-biased" organizational change with three empirical findings. First, organizational changes reduce the demand for unskilled workers in both countries. Second, OC is negatively associated with increases in regional skill price differentials (a measure of the relative supply of skill). Third, OC leads to greater productivity increases in establishments with larger initial skill endowments. Technical change is also complementary with human capital, but the effects of OC is not simply due to its correlation with technological change but has an independent role.