The Productivity Effects of Participatory Employment Practices: Evidence from New Japanese Panel Data

By Takao Kato, Motohiro Morishima. 2002

214 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/fbb4e6c87c176c94d3ba21794535f7bec8b1a037

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

1. Keld Laursen
2. N. J. Foss
3. Stephen Wood
4. Chris Stride
5. Takao Kato
6. Filippo Belloc
7. Peter G. Klein
8. Kirsten Foss

In Sociology and Political Science

1. Keld Laursen
2. N. J. Foss
3. Stephen Wood
4. Chris Stride
5. Takao Kato
6. Toby D. Wall
7. Malcolm Patterson
8. Jarrod M. Haar

Citations in the corpus

• Human Resource Management Practices and Innovation (2012, background): “…cross-sectional evidence in that a set of complementary HRM practices have in general been found to have positive influences on economic performance, including productivity and profitability (Van Reenen and Caroli, 2001; Kato and Morishima, 2002; Janod and Saint-Martin, 2004; Colombo et al., 2007).”
• The End of Lifetime Employment in Japan?: Evidence from National Surveys and Field Research (2001, methodology): “Following the procedures developed by Hall (1982) and later applied to the Japanese data by Hashimoto and Raisian (1985), we use the Employment Status 5 For participatory employment practices in Japan, see Jones and Kato (1995), Kato and Morishima (2001), and Kato (2000) for example.”
• Employee participation and productivity (2004, unknown): “Measures that increase shop-floor employee participation may not have an instantaneous effect on establishment productivity, and therefore the productivity impact is lagged by using the 1997 values of the explanatory variables (Zwick, 2002b; Kato and Morishima, 2002; Kato, 2003).”
• Performance Appraisal Systems: Determinants and Change (2005, unknown): “Internally consistent bundles of HRM practices have been associated with greater firm level performance (Kato and Morishima 2002).”
• THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY (2008, background): “Similarly, Bhattacharya, Gibson, and Doty (2005) investigated the relationship of flexibility of employee skills and human resource practices with accounting measures of firm performance (see also Kato & Morishima, 2002).”