Jump to ContentJump to Main Navigation
One Political Economy, One Competitive Strategy?Comparing Pharmaceutical Firms in Germany, Italy, and the UK$
Users without a subscription are not able to see the full content.

Andrea M. Herrmann

Print publication date: 2008

Print ISBN-13: 9780199543434

Published to Oxford Scholarship Online: January 2009

DOI: 10.1093/acprof:oso/9780199543434.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2020. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 29 January 2020

Linking Labour‐Market Institutions, Employee Skills, and Competitive Strategies

Linking Labour‐Market Institutions, Employee Skills, and Competitive Strategies

Chapter:
(p.103) 5 Linking Labour‐Market Institutions, Employee Skills, and Competitive Strategies
Source:
One Political Economy, One Competitive Strategy?
Author(s):

Andrea M. Herrmann (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199543434.003.0005

This chapter investigates how firms can compete despite comparative disadvantages of national labour-market institutions. It first analyses whether pharmaceutical firms in Germany, Italy, and the UK require employees with different types of skills to pursue strategies of radical product innovation, incremental product innovation, and product imitation, respectively. Since quantitative analyses of employees' skill profiles show this to be the case, the chapter goes on to ask how firms can acquire the necessary skill types if their availability is limited by unfavourable labour-market institutions. Illustrating how firms hire employees from abroad and on the basis of atypical contracts, the chapter identifies international labour markets and contracts as functional equivalents to national labour-market institutions. It concludes with reflections on how these findings contribute to the resource-based view and the competitiveness literature, and illustrates that a Schumpeterian perception of firms as creative entrepreneurs can help to explain how firms compete despite comparative institutional disadvantages.

Keywords:   skills, innovation strategies, comparative disadvantages, functional equivalents, atypical contracts, resource-based view, competitiveness literature, Schumpeter

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .