
Published online:
01 November 2003
Published in print:
16 September 1999
Online ISBN:
9780191596612
Print ISBN:
9780198294221
Contents
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1. Introduction 1. Introduction
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2. Transaction Costs, Opportunism and Knowledge 2. Transaction Costs, Opportunism and Knowledge
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2.1 Organizational Learning 2.1 Organizational Learning
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3. Flexibility, Productivity and Skills 3. Flexibility, Productivity and Skills
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4. The Quality of Trust and Cooperation Within the Firm 4. The Quality of Trust and Cooperation Within the Firm
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5. The Role of Inter‐Firm Institutions 5. The Role of Inter‐Firm Institutions
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5.1 The Benefits of Inter‐Firm Institutions 5.1 The Benefits of Inter‐Firm Institutions
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5.2 Consequences of Institutional Weakness 5.2 Consequences of Institutional Weakness
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(A) Limited and Uneven Diffusion (A) Limited and Uneven Diffusion
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(B) Instability Without Institutional Support (B) Instability Without Institutional Support
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(C) Inhibiting Pressures of a Hostile Environment (C) Inhibiting Pressures of a Hostile Environment
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(D) France: The Consequences of Institutional Weakness (D) France: The Consequences of Institutional Weakness
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5.3 Function and Form of Labour Institutions 5.3 Function and Form of Labour Institutions
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(A) Cooperative Unionism and the Function‐Centred Approach (A) Cooperative Unionism and the Function‐Centred Approach
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(B) Horizontal Coordination and the Training Approach (B) Horizontal Coordination and the Training Approach
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5.4 Models of Corporate Governance 5.4 Models of Corporate Governance
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6. Societal Diversity of Employment Systems 6. Societal Diversity of Employment Systems
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Endnotes Endnotes
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Chapter
9 Employment Systems and the Theory of the Firm: Societal Diversity
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Pages
247–273
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Published:September 1999
Cite
Marsden, David, 'Employment Systems and the Theory of the Firm: Societal Diversity', A Theory of Employment Systems: Micro-Foundations of Societal Diversity (Oxford , 1999; online edn, Oxford Academic, 1 Nov. 2003), https://doi.org/10.1093/0198294220.003.0009, accessed 4 May 2025.
Abstract
The theory of employment systems provides a synthesis between the ‘human resource–based’ and the ‘opportunism‐based’ theories of the firm. The work rules shape human resource management systems within the firm, and these serve both as a platform for the development of skills and organizational capabilities, and they help contain opportunism. It is also shown how employment systems can shape labour institutions, and influence the development of patterns of corporate governance.
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