Managerial perceptions of works councils’ effectiveness in the Netherlands
Although works councils have, by and large, equally extensive legal rights in Germany and the Netherlands, this is the first econometric analysis that investigates the influence of works councils on firm performance for the Netherlands. We use a nation-wide Dutch dataset with information on management’s perceptions of the works council’s impact on their firms’ efficiency and innovation. Following Jirjahn and Smith (2006), we find that managerial perceptions crucially depend on the firm’s human resource management policies and market strategies. Additionally, we argue that managerial perception... Mehr ...
Verfasser: | |
---|---|
Dokumenttyp: | Working paper |
Erscheinungsdatum: | 2008 |
Schlagwörter: | works councils / managerial response / effectiveness / efficiency / innovation |
Sprache: | Englisch |
Permalink: | https://search.fid-benelux.de/Record/base-28788458 |
Datenquelle: | BASE; Originalkatalog |
Powered By: | BASE |
Link(s) : | https://dspace.library.uu.nl/handle/1874/31423 |
Although works councils have, by and large, equally extensive legal rights in Germany and the Netherlands, this is the first econometric analysis that investigates the influence of works councils on firm performance for the Netherlands. We use a nation-wide Dutch dataset with information on management’s perceptions of the works council’s impact on their firms’ efficiency and innovation. Following Jirjahn and Smith (2006), we find that managerial perceptions crucially depend on the firm’s human resource management policies and market strategies. Additionally, we argue that managerial perceptions are related to the works council’s role attitude and management’s leadership style. For this argument, we find support, too.