Contributions published at Empirical Research in Business, Industrial Relations and Human Resource Management (Uschi Backes-Gellner)

Researchers in academia typically perform different tasks: research, teaching and services to the scientific community. We analyze the opportunity costs in terms of a potentially reduced publication productivity associated with becoming a dean in the German institutional setting where deans are non-professional expert-leaders who temporarily take the dean position. Theoretically, we distinguish between two different effects that relate deanship and publication productivity: a resource effect where publication productivity during and—as a result of potentially having developed a taste for service—also post deanship decrease as a result of a reduction of the available time for research and a self-selection effect where pre-deanship publication productivity is lower than that of peers who are not about to become dean. Based on a dataset of 1110 business and economics researchers from German-speaking universities, we find evidence for a resource effect with leadership in academia reducing research productivity during and also post deanship. We find no evidence of a negative self-selection effect in the sense of less successful researchers being more likely to take the position of a dean. Reduced research productivity during and post deanship as compared to those researchers that never became dean is driven by those researchers who become dean in later periods of their career, i. e., presumably by those who deliberately shift their focus away from research and towards a stronger engagement in the scientific community in their late career years. Early career deans, on the contrary, seem to see their deanship more as a transitory role and are able to compensate the reduced resources during deanship, and they also do not suffer from a reduced publication productivity post deanship.

Evidence suggests that acquiring human capital is related to better life outcomes, yet young peoples' decisions to invest in or stop acquiring human capital are still poorly understood. We investigate the role of time and reference-dependent preferences in such decisions. Using a data set that is unique in its combination of real-world observations on student outcomes and experimental data on economic preferences, we find that a low degree of long-run patience is a key determinant of dropping out of upper-secondary education. Further, for students who finish education we show that one month before termination of their program, present-biased students are less likely to have concrete continuation plans while loss averse students are more likely to have a definite job offer already. Our findings provide fresh evidence on students' decision-making about human capital acquisition and labor market transition with important implications for education and labor market policy.

We use a unique longitudinal data set to study the development of non-cognitive skills in adolescence. We measure – for the first time – the development over six years of the recently introduced non-cognitive skill “Grit.” We also measure the traditional Big Five personality traits. For Grit, we find significant within-person mean-level increases of about .5 standard deviation units for our sample of adolescent students. These increases are comparable with increases in the Big Five, where conscientiousness, agreeableness, and emotional stability also increase with similar magnitude. We show that these changes are heterogeneous and robust to reasonable measurement error.

This paper contributes to the literature on non-monetary benefits of Vocational Education and Training (VET) by investigating its influence on a firm’s innovation process. While an increasing number of studies finds positive effects of VET on innovation in firms, the role that apprentices play in this mechanism has largely been unexplored. To analyze this role, we use the distinction between technological and organizational innovation, two complementary forms of innovation. When investigating the initiators of organizational innovation, to date, research has primarily focused on internal and external change agents at upper echelons. We conceptualize apprentices as hybrid (a combination of internal and external) change agents at lower echelons. We examine how apprentices in the Swiss VET system are key to integrating external knowledge (through school-based education) with internal knowledge (through on-the-job training) and moderating the influence of organizational innovation on technological innovation. Drawing on a sample of 1,240 firms from a representative Swiss Innovation Survey, we show that apprentices leverage the positive association between innovations in a firm’s business processes and organization of work with incremental innovations. With the description of a new mechanism that shows the significant role of apprentices on firms’ technological innovation activities and evidence for supportive associations between key variables, we contribute to the understanding of the influence of VET on innovation in firms.

This paper proposes a new measurement for the specificity of occupations based on a content analysis of training curricula that we link to labor market demands. We apply Lazear's (2009) skill weights approach and test predictions on labor market outcomes derived from his theory. We find clear evidence of a trade-off between earning higher returns with more specific training and higher occupational mobility with less specific training. Our measure improves the micro-foundation of human capital specificity and provides an evidence-based approach to evaluate the specificity of training curricula.

Previous studies typically relate apprenticeship training or more generally Vocational Education and Training (VET) to training that is highly specific and that uses well-established technologies. Accordingly, apprenticeship training is typically not expected to have positive effects on innovation. In contrast, we argue in this paper that the type of dual apprenticeship training seen in Switzerland (or Germany) does create positive innovation effects due to these VET-systems' built-in and institutionalized curriculum development and updating processes. These processes ensure that firms participating in apprenticeship training gain access to knowledge that is close to the innovation frontier and that ultimately fosters innovation. We provide theoretical explanations of how this knowledge diffusion works and how it can help to generate innovation in participating firms. We use the Swiss VET system as one example and derive hypotheses about the relationship between firms' participation in apprenticeship training and their innovation outcomes. Empirical analyses support our hypotheses. In a VET system with a built-in curriculum-updating process like the one in Switzerland (or Germany), firms participating in apprenticeship training have higher innovation outcomes than do non-participating firms.

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Researchers in academia typically perform different tasks: research, teaching and services to the scientific community. We analyze the opportunity costs in terms of a potentially reduced publication productivity associated with becoming a dean in the German institutional setting where deans are non-professional expert-leaders who temporarily take the dean position. Theoretically, we distinguish between two different effects that relate deanship and publication productivity: a resource effect where publication productivity during and – as a result of potentially having developed a taste for service –also post deanship decrease as a result of a reduction of the available time for research and a self-selection effect where pre-deanship publication productivity is lower than that of peers who are not about to become dean. Based on a dataset of 1,110 business and economics researchers from German-speaking universities, we find evidence for a resource effect with leadership in academia reducing research productivity during and also post deanship. We find no evidence of a negative self-selection effect in the sense of less successful researchers being more likely to take the position of a dean. Reduced research productivity during and post deanship as compared to those researchers that never became dean is driven by those researchers who become dean in later periods of their career, i.e., presumably by those who deliberately shift their focus away from research and towards a stronger engagement in the scientific community in their late career years. Early career deans, on the contrary, seem to see their deanship more as a transitory role and are able to compensate the reduced resources during deanship, and they also do not suffer from a reduced publication productivity post deanship.

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