Econ Papers Daily / 期刊论文
高参与管理的生产率效应：来自德国的因果证据
The Productivity Effect of High Involvement Management: Causal Evidence From Germany
摘要
This study empirically examines the effects of High Involvement Management ( HIM ) on establishment productivity. To achieve this it draws on a large‐scale panel data set representative of the German economy. The identification strategy exploits the bracketing property of fixed effects and lagged dependent variable models and supplements this with a selection‐on‐observables approach to estimate causal effects. Descriptive evidence indicates that decision makers value the joint implementation of the pillars of HIM ( Knowledge , Power , Information , and Rewards ), as they tend to cluster and factor analysis confirms that the included management practices reflect a single underlying management orientation. The causal analysis reveals significant productivity gains from HIM and each of its four pillars. These effects materialize for HIM adoption, HIM intensification and the presence of a HIM philosophy. While the results are in line with a monotonically increasing effect as additional pillars are adopted, no synergies between the pillars or underlying practices emerge. Finally, the findings reveal no meaningful differences in the effectiveness of HIM across establishment size, sector, knowledge intensity, or innovation strategy, suggesting that its impact is broadly consistent across organizational contexts.
中文摘要
摘要 本研究实证检验了高参与管理（HIM）对企业生产率的影响。为此，我们使用了代表德国经济的大规模面板数据集。识别策略利用了固定效应和滞后因变量模型的边界特性，并辅以基于可观测变量的选择方法以估计因果效应。描述性证据表明，决策者重视HIM四大支柱（知识、权力、信息与奖励）的联合实施，因为这些支柱往往呈现聚类特征，且因子分析证实所包含的管理实践反映了一种单一的基础管理导向。因果分析显示，HIM及其四大支柱均能带来显著的生产率提升。这些效应体现在HIM的采纳、强化以及HIM理念的存在上。尽管结果与采纳更多支柱时效应单调递增的规律一致，但各支柱或基础实践之间并未显现协同效应。最后，研究发现HIM的有效性在企业规模、行业、知识密集度或创新战略方面不存在显著差异，表明其影响在不同组织情境中具有广泛一致性。