Abstract

We use a data set constructed from a survey of Italian manufacturing firms to analyse the effects of new workplace practices on firm performance. We confirm the major results of studies carried out in other countries, namely: practices appear in clusters, have positive effects on productivity, are favoured by high skills. In particular we find that a flat hierarchical structure is a condition for some practices to be implemented and become productive although it is not sufficient for other practices to emerge; specifically the degree of autonomy of the team and consultation are productive only if the horizontal structure is accompanied by information sharing, selective hiring and training. Good industrial relations appear to be one of the complementary conditions for radical re-organisation leading to a flat structure and a consequent empowerment of human resources.

Citations