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Are Skills the Answer?The Political Economy of Skill Creation in Advanced Industrial Countries$
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Colin Crouch, David Finegold, and Mari Sako

Print publication date: 1999

Print ISBN-13: 9780198294382

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198294382.001.0001

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Markets and Corporate Hierarchies

Markets and Corporate Hierarchies

Chapter:
(p.196) 7 Markets and Corporate Hierarchies
Source:
Are Skills the Answer?
Author(s):

Colin Crouch

David Finegold

Mari Sako

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198294382.003.0007

This chapter discusses hierarchies of managerial authority in firms and the development of strategies that include taking an active, creative approach to the formation of skills. Countries relying primarily on firm-level action have a relatively small proportion of their workforce trained to high levels, and these are found predominantly in large institutional organizations that provide large amounts of training. There is then a considerable inequality between persons in skilled positions in those firms and the rest of the population, who are either in marginal jobs in the same firms or in firms within a low-skill equilibrium. This chapter examines two countries exhibiting considerable prominence of company autonomy in training provision and little direct involvement by public or other external collective actors, in very different ways: Japan and the USA. Some attention is also devoted to the UK, which has imitated some US approaches.

Keywords:   skills, firms, training, Japan, USA, UK

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