National Organizations Survey Cynthia Kendall Arthur Heether Kohei Takahashi

Project Objectives 1.Representative sample of 1002 U.S. work establishments 2.Employers interaction with other organizations to obtain and train new workers

Sample Design 1.Random sample drawn from the Dun and Bradstreet (D&B) Information Services. 2.Stratification by size to insure probability proportional to size. (1991 NOS)

Data Collection potential interview attempts 2.From June 19, 1996 to June 13, Nine contact attempts (median) 4.Median of 47 minutes to interview

Technical Information About the Data File 1.Data cleaning procedure Mail questionnaires Telephone surveys 2. Statistical Package for the Social Sciences (MCSR) 3. Public Availability SPSS export file (NOS1996.POR)

Interorganizational Networks and the Changing Employment Contract Arne L. Kalleberg University of North Carolina David Knoke University of Minnesota Peter V. Marsden Harvard University

Organizations in Transition 1.From internal to external labor mechanisms 2.Contingent workers and training services 3.Mutual obligations between employees and their firms 4.Dramatic changes in 1990’s undiversified structures integration into global economy

Changing the Nature of Work 1.Alternative to traditional internal labor markets 2. Rise in the importance of external labor markets 3. Campaigns to decentralize organizations

Contingent Workers 1.Part-time workers 2.Temporary workers 3.Subcontracted workers 4.Various roles of contingent workers Clerical High skilled workers (engineering) 5. Lack of pensions and health benefits

Interorganizational Networks 1.New forms of labor exchange between organizations. 2.Importance of network perspective on organizational behavior. 3.Social networks and exchange ties 4.Types of interorganizational networks Ego-centered network Alter organizations Global network

Employer-Employee regimes 1.Reciprocal expectations and behaviors between management and labor 2.Variance of employment contracts 3.Old covenant VS New covenant in the workplace 4.Reliance on individual and organizational contractors to get work done

Job Training Providers 1.Reasons for using in-house training or purchasing training services externally 2.Finding 1991 NOS on training providers 3.Range of formal interorganizational training ties (Pts. From p6)

Changes of Employment Contracts 1.Decrease unit labor costs 2.Reduction individual opportunities 3.Worker disruptions/displacement 4.Reduction of loyalty to organizations 5.Inherent dangers Foreign capture of market Inequity of profit distribution

Research Hypotheses 1.Organizational Environments H1: The more unstable…. 2.Labor Markets H2: The tighter occupational…. 3.Labor Unions H3: In unstable environmental……. 4.Institutionalization H4: The more extensive……

Research Design 1.A Longitudinal Organizational Survey 2.Sampling Organizations 3.Sampling Occupations Within Organizations 4.Generating Interorganizational Ego-Networks 5.Labor Contracting Relations 6.Job Training Relationships

Discussion and Conclusion 1.“Labornetworking” as a strategy 2. Continuous use of contingent labor 3. Workers economic advantages? 4. Unstable markets Why are these types of markets favorable to corporations? 5.Commitment Level of contingent workers