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dc.contributor.authorLien, Lasse B.
dc.contributor.authorHillestad, Tore
dc.date.accessioned2011-10-05T11:08:38Z
dc.date.available2011-10-05T11:08:38Z
dc.date.issued2011-07
dc.identifier.issn1503-2140
dc.identifier.urihttp://hdl.handle.net/11250/166422
dc.description.abstractWe document how the recession in the wake of the financial crisis created a general surge in pro-change attitudes and behavior. Next, we examine variation across firms with respect to this change boost. In particular, we focus on how and why a firm`s use of HR-measures such as training, pay changes and layoffs matters. We find that training and layoffs increase the relative size of the effect, while pay cuts reduce it. We make sense of these findings by looking at managers' choice among HR-measures as a signal used by employees to determine their employment risk. The level of employment risk is in turn linked to employees' investments in change in a nonlinear, U-shaped fashion.en
dc.language.isoengen
dc.publisherSNFen
dc.relation.ispartofseriesWorking paperen
dc.relation.ispartofseries2011:20en
dc.subjectchangeen
dc.subjectrecessionen
dc.subjecthuman recourcesen
dc.subjectsignalingen
dc.titleRecession, HR and growthen
dc.typeWorking paperen
dc.subject.nsiVDP::Samfunnsvitenskap: 200::Økonomi: 210::Samfunnsøkonomi: 212en


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