Complementarity in Employee Participation Systems

Abstract

This chapter describes the nature, scope and effects of various non-mandated participatory work practices in Japan, the U.S. and Europe through the lens of organizational complementarity theory. Specifically, rather than being treated in isolation, each work practice is considered an element of HIWS (High Involvement Work System), an employment system comprised of clusters of complementary work practices. In so doing, the chapter provides a complete picture of nonmandatory participatory work practices. Furthermore, by applying the common framework of viewing participatory work practices as complementary elements of HIWS to seemingly disparate forms of work practices in different parts of the world, the chapter sheds light on how participatory work practices play out in diverse institutional, cultural and regulatory environments.

Management practices and productivity: Does employee representation play a moderating role?

“…Further steps are certainly required. First, it would be interesting to examine how Bloom and Van Reenen's management practices are related to those of the high involvement paradigm (Boxall & Macky, 2009; Burdin & Kato, 2021). While there might be a partial overlap, it is important to note that Bloom and Van Reenen's management score is essentially silent on practices such as training, development and direct worker participation.…”

Institutional Design and Cooperative Success: The Case of Producer Cooperatives

“…The idea of institutional complementarities has been developed in several ways for labor market institutions. One recent application is Burdin and Kato (2022). functions (maximalist case) are combined with the traditional PC set-up (and the scope of the internal organizational arrangements within the individual PC are essentially worker-centric).…”