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Vertical disintegration and training: evidence from a matched employer–employee survey

Elisabetta Magnani ()

Journal of Productivity Analysis, 2012, vol. 38, issue 2, 199-217

Abstract: The mechanism through which outsourcing favourably impacts on workplace performance, particularly productivity, is still unclear. I explore the hypothesis that it does so by impacting workers’ training. I use AWIRS-1995, a matched employer–employee survey that reports ample information on the extent of technology and organizational change in Australian workplaces. I find that there is a positive and significant impact of outsourcing on training when I do not control for the correlation between ununobservable factors in these two binary outcomes. However, once I control for this correlation using a bivariate probit estimator, the training impact of outsourcing becomes negative. I then assess the sensitivity of the outsourcing effect to endogeneity by using the method advocated by Altonji et al. (J Polit Econ 113(1):151–184, 2005 ) to find that this latter result persists even in the presence of a low correlation between unobservables. Copyright Springer Science+Business Media, LLC 2012

Keywords: Organizational change; Vertical disintegration; Outsourcing; Training; Older workers; D22; J24; L24 (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (2)

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DOI: 10.1007/s11123-011-0256-9

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