The Effect of Employer Networks on Workplace Innovation and Training

Posted: 15 Apr 2002

See all articles by Christopher L. Erickson

Christopher L. Erickson

University of California, Los Angeles (UCLA) - Human Resources & Organizational Behavior (HROB) Area

Sanford M. Jacoby

University of California, Los Angeles

Abstract

If innovative work practices improve performance, why does the intensity of their adoption vary substantially across establishments; Following a lead suggested by some sociological studies, the authors empirically investigate the role of social networks (ties to other organizations) in the organizational learning associated with diffusion of innovative work practices. Using establishment data on formal affiliation and other network measures, they find that managerial participation in networks-specifically, in industry and cross-industry associations, civic organizations, and the internal networks of multi-unit firms-positively affected both the probability that high-performance work practices and employee training programs would be adopted and, where they were adopted, the intensity of their adoption. Furthermore, multiple affiliations raised the likelihood that an establishment would pursue an intensive approach to work reorganization and training.

Keywords: High-Performance Work Practices, Organizational Networks, Employer-Provided Training

JEL Classification: J20, M12, Z13

Suggested Citation

Erickson, Christopher L. and Jacoby, Sanford M., The Effect of Employer Networks on Workplace Innovation and Training. Industrial and Labor Relations Review, 56:2, January 2003. Available at SSRN: https://ssrn.com/abstract=307135

Christopher L. Erickson

University of California, Los Angeles (UCLA) - Human Resources & Organizational Behavior (HROB) Area ( email )

Los Angeles, CA 90095-1481
United States
310-825-1697 (Phone)
310-825-0218 (Fax)

Sanford M. Jacoby (Contact Author)

University of California, Los Angeles ( email )

Los Angeles, CA 90095-1481
United States
310-2109362 (Phone)

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