Horizontal transfer, vertical promotion, and evolution of firm organization

Ariga, Kenn

doi:10.1016/j.jjie.2004.07.001

Cited by 8 publications

(10 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…For example, most large Japanese companies have maintained unique human resource (HR) practices, such as periodic recruiting of new graduates, long-term employment, long-term investment in HRs and seniority payment, despite the prolonged economic stagnation in Japan (Ahmadijan and Okumura, 2011;Pettigrew et al, 2000). As to such HR practices in Japan, individuals working for large companies tend to stay with their employers over the long term, progressing in their career vertically within an organization (Ariga, 2006;Dirks et al, 2000). Therefore, it can be expected that Japanese TMT members will tend to be long-tenured and mature people.…”

Section: Cultural Considerationsmentioning

confidence: 99%

Top management team (TMT) tenure diversity and firm performance

Tanikawa

Jung

2016

IJOA

View full text Add to dashboard Cite

Top management team (TMT) tenure diversity and firm performance: examining the moderating effect of TMT average age Tomohiko Tanikawa Yuhee Jung Article information:To cite this document: Tomohiko Tanikawa Yuhee Jung , (2016),"Top management team (TMT) tenure diversity and firm performance: examining the moderating effect of TMT average age", International Journal of Organizational Analysis, Vol. 24 Iss 3 pp. -Permanent link to this document: http://dx.

show abstract

Section: Cultural Considerationsmentioning

confidence: 99%

Top management team (TMT) tenure diversity and firm performance

Tanikawa

Jung

2016

IJOA

View full text Add to dashboard Cite

show abstract

“…The unobserved promotion determinant includes a sudden vacancy of a managerial position as an example (Ariga (2006)) and is assumed to be exogenous from school prestige or past performance evaluations. Imposing the normality assumption, the idiosyncratic determinant of promotion is distributed as e it |s i , x it , z i1 , z i2 , ..., z it ∼ N (0, 1).…”

Section: Company Bmentioning

confidence: 99%

University prestige, performance evaluation, and promotion: Estimating the employer learning model using personnel datasets

2016

View full text Add to dashboard Cite

The employer learning model postulates that employers form employees' prior ability distribution from educational credentials and update its distribution by observing workers' performance on the job. This paper estimates the employer learning model for university-graduate white-collar workers using personnel datasets from two large manufacturers that contain rich information, including the name of the university from which the worker graduated, annual performance evaluations, and position in the promotion ladder. The estimates indicate that employers learn workers' ability relatively quickly through observing their performance on the job. The initial expectation errors on ability decline by a half in about three to four years in the two companies. Companies promote graduates of elite schools quickly mainly because they tend to perform better on the job.

show abstract

“…Even though there are also promotion tournaments in Japan (see e.g. Kiyotaki, 2004;Ariga, 2006), the prevalence of bonus payment tournaments in Japan has led to them being called J-type tournaments (see e.g. Kräkel, 2002).…”

Section: Bonus Payment Tournaments In Japanmentioning

confidence: 99%

Tournament Structures in Japan and the U.S. : Why are They Different and Will they Change?

Chlosta¹,

Pull²,

Futagami³

2014

MOS

View full text Add to dashboard Cite

Organizational reward systems based on rank order tournaments are used throughout the world. Still, the tournament structures applied in different countries differ substantially: While in the U.S., promotion tournaments are the most prominent, Japanese organizations predominantly make use of bonus payment tournaments. In our paper, we ask why tournament structures might have evolved so differently in the two countries. Referring to recent advances in tournament theory showing that Japanese bonus payment tournaments dominate U.S. type promotion tournaments if employees are sufficiently risk-averse, we search for evidence that might hint at a higher degree of risk-aversion of Japanese as opposed to U.S. employees. Having identified cultural as well as institutional factors that indeed might foster a higher degree of risk aversion on the part of Japanese employees, we render one potential explanation why tournament structures in Japan differ from those in the U.S.. To the extent that institutional factors are currently changing in Japan, we expect to observe changes in tournament structures as well. We conclude by discussing the recent changes in Japanese institutions and culture and their potential implications for the future use of tournament structures.

show abstract

Horizontal transfer, vertical promotion, and evolution of firm organization

Cited by 8 publications

References 25 publications

Top management team (TMT) tenure diversity and firm performance

Top management team (TMT) tenure diversity and firm performance

University prestige, performance evaluation, and promotion: Estimating the employer learning model using personnel datasets

Tournament Structures in Japan and the U.S. : Why are They Different and Will they Change?

Contact Info

Product

Resources

About