Demontage oder Revitalisierung?

The controversial assessments of the German employment model in the literature are generally based on analyses focused on individual pillars of the model, such as the production system, or the welfare state. The present paper suggests an alternative view which takes into account the interactions between various elements of the employment model. We argue that, by the implementation of what we call a German variety of lean production, the competitiveness of the manufacturing industry has been boosted over the last few years. However, in contrast to earlier decades, the success of the export machine does not entail a more general employment dynamic. That is, the cranks between manufacturing and the rest of the employment system has been damaged substantially. Most importantly, the state has reduced its anchor role for the whole of the employment model and the potentials for its revitalisation.     

Twenty-five years of the Journal of Economic Psychology (1981–2005): A report on the development of an interdisciplinary field of research

Economic Psychology has gained considerable momentum through the introduction of the Journal of Economic Psychology (JoEP) in 1981. Twenty-five years later, economic psychology has a clear profile as an interdisciplinary field of research. A content analysis of articles published in the JoEP together with a bibliometric analysis of references and citing journals identified the topics, the sources and the impact of JoEP. Results indicate the high degree of interdisciplinarity reached in the field, taking its ideas from social psychology, economics and consumer research, and its recognition in business and psychology. Implications for journal policy are discussed.     

Choosing between alternative classification criteria to measure the labour force state

Summary.  Labour force counting relies on general guidelines that are set by the International Labour Office to classify individuals into three labour force states: employment, unemployment and inactivity. However, the resulting statistics are known to be sensitive to slight variations in operational definitions which are prima facie consistent with the general guidelines. We consider two interpretations of the general guidelines, operationalized by the criterion that is currently followed by Eurostat and a criterion that was followed by the Italian Statistical Office up to 1992. After showing that the labour force statistics resulting from the two criteria differ considerably, we compare individuals whose classification depends on the criterion that is adopted with individuals whose classification is common between criteria to study the boundary between unemployment and inactivity. An application of our strategy is presented using data from the Italian Labour Force Survey, painting a picture neatly against the criterion that is currently followed by Eurostat.     

Measures of non-exchangeability for bivariate random vectors

We introduce a set of axioms for measures of non-exchangeability for bivariate vectors of continuous and identically distributed random variables and give some examples together with possible applications in statistical models based on the copula function.     

Do leaders reap what they sow? Leader and employee outcomes of leader organizational cynicism about change

Despite increased attention given to the attitude of organizational cynicism, few studies have examined the impact of leader cynicism in organizations. The present study sought to investigate relationships between leader cynicism about organizational change (CAOC) and outcomes relevant to both the leader (performance and organizational citizenship behavior ratings) and his/her employees (employee organizational commitment and CAOC). Using data from 106 manufacturing managers, leader CAOC was found to negatively influence both leader and employee outcomes. Of particular importance, transformational leader behavior was found to fully mediate these relationships and thus served as an important explanatory mechanism. A discussion concerning the potential consequences of these findings for organizations is provided.