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Going Public and the Internal Organization of the Firm
Daniel Bias, Benjamin Lochner, Stefan Obernberger, Merih Sevilir
SSRN Working Paper,
May
2022
Abstract
We examine how firms adapt their organization when they go public. To conform with the requirements of public capital markets, we expect IPO firms to become more organized, making the firm more accountable and its human capital more easily replaceable. We find that IPO firms transform into a more hierarchical organization with smaller departments. Managerial oversight increases. Organizational functions dedicated to accounting, finance, information and communication, and human resources become much more prominent. Employee turnover is sizeable and directly related to changes in hierarchical layers. New hires are better educated, but younger and less experienced than incumbents, which reflects the staffing needs of a more hierarchical organization. Wage inequality increases as firms become more hierarchical. Overall, going public is associated with a comprehensive transformation of the firm's organization which becomes geared towards efficiently operating a public firm.
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Employee Treatment and Contracting with Bank Lenders: An Instrumental Approach for Stakeholder Management
Bill Francis, Iftekhar Hasan, Liuling Liu, Haizhi Wang
Journal of Business Ethics,
2019
Abstract
Adopting an instrumental approach for stakeholder management, we focus on two primary stakeholder groups (employees and creditors) to investigate the relationship between employee treatment and loan contracts with banks. We find strong evidence that fair employee treatment reduces loan price and limits the use of financial covenants. In addition, we document that relationship bank lenders price both the levels and changes in the quality of employee treatment, whereas first-time bank lenders only care about the levels of fair employee treatment. Taking a contingency perspective, we find that industry competition and firm asset intangibility moderate the relationship between good human resource management and bank loan costs. The cost reduction effect of fair employee treatment is stronger for firms operating in a more competitive industry and having higher levels of intangible assets.
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Indirect Effects of Unfair Employer Behaviour on Workplace Performance
Matthias Heinz, Sabrina Jeworrek, Vanessa Mertins, Heiner Schumacher, Matthias Sutter
VOX CEPR's Policy Portal,
2017
Abstract
Any organisation that needs to restructure, cut wages, or make layoffs needs to know how the employees who are not affected will respond. This column presents a field experiment which revealed that the perception that employers are unfair – in this case, as a result of layoffs – reduces the performance of employees who have not been not directly affected. As part of the experiment, experienced HR managers were able to successfully anticipate the consequences of unfair employer behaviour on unaffected workers.
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What are the Long-Term Benefits of the Economic Stimulus Package II for German Local Governments? – The Case of Saxony
Peter Haug
Wirtschaft im Wandel,
No. 4,
2010
Abstract
This article deals with the question whether the investments subsidized by the economic stimulus package II („Konjunkturpaket II“) do not only have short-term effects on demand but also long-term effects e.g. on local economic growth. As far as the short-term effects are concerned, the case of the German state of Saxony shows – with some delay – a rise in local government´s investments. Hence, the time-lag problem inherent in all governmental spending programmes seems to keep within reasonable limits. Up to now there have been no signs of inflationary price tendencies in the construction sector.
According to - for example - the „new“ economic growth theory, one ought to be sceptical about the long-term effects of the projects supported by the programme: Even for genuine public intermediate goods the withdrawal effects of financing have to be weighed against the positive effects on private enterprise sector productivity. Furthermore, the effects on factor prices caused by the investment grants might encourage the excess use of physical capital in public production.
This sceptical attitude of the theory is confirmed for Saxony by the fact that primarily public consumption goods (sports and leisure facilities) or educational facilities (kindergartens, primary schools), which are of no direct relevance to the local enterprises, are supported by the programme. Investments in vocational training, research and development play only a minor role at the local government level or are explicitly excluded from the programme.
Especially because of the incentives to misallocate public resources it is recommended to rely on unconditional grants in future support programmes. Then the local governments could use the grants for either „investments” in human capital (new [fixed-term contract] hires, qualification) or in physical capital, according to their needs.
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