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FDZ-Literatur / FDZ Literature

Die FDZ-Literaturdatenbank umfasst neben Datensatzbeschreibungen und Methodenberichten die zahlreichen Forschungsarbeiten, die auf Basis der am FDZ angebotenen Daten entstanden sind. Hier finden Sie aktuell laufende Projekte von FDZ-Nutzenden.
Darüber hinaus stehen die Literaturdatenbank zum IAB-Betriebspanel sowie die Literaturdatenbank zum PASS zur Verfügung.

Apart from dataset descriptions and methodology reports, the FDZ literature database contains numerous research papers written on the basis of the data provided by the FDZ. Here you can find currently ungoing research projects of FDZ users.
In addition, literature databases on the IAB Establishment Panel and the Panel Study Labour Market and Social Security (PASS) are available for research.

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im Aspekt "INV-BIO ADIAB Forschungsarbeiten / research papers"
  • Literaturhinweis

    Filling the Gap: The Consequences of Collaborator Loss in Corporate R&D (2022)

    Poege, Felix; Dorner, Matthias ; Gaessler, Fabian; Harhoff, Dietmar; Hoisl, Karin;

    Zitatform

    Poege, Felix, Fabian Gaessler, Karin Hoisl, Dietmar Harhoff & Matthias Dorner (2022): Filling the Gap: The Consequences of Collaborator Loss in Corporate R&D. (Max Planck Institute for Innovation & Competition Research Paper 22-17), München, 50 S. DOI:10.2139/ssrn.4234025

    Abstract

    "We examine how collaborator loss affects knowledge workers in corporate R&D. We argue that such a loss affects the remaining collaborators not only by reducing their team-specific capital (as argued in the prior literature) but also by increasing their bargaining power over the employer, who is in need of filling the gap left by the lost collaborator to ensure the continuation of R&D projects. This shift in bargaining power may, in turn, lead to benefits, such as additional resources or more attractive working conditions. These benefits can partially compensate for the negative effect of reduced team-specific capital on productivity and influence the career trajectories of the remaining collaborators. We empirically investigate the consequences of collaborator loss by exploiting 845 unexpected deaths of active inventors. We find that inventor death has a moderate negative effect on the productivity of the remaining collaborators. This negative effect disappears when we focus on the remaining collaborators who work for the same employer as the deceased inventor. Moreover, this group is more likely to be promoted and less likely to leave their current employer." (Author's abstract, IAB-Doku) ((en))

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  • Literaturhinweis

    Filling the Gap: The Consequences of Collaborator Loss in Corporate R&D (2022)

    Poege, Felix; Gaessler, Fabian; Harhoff, Dietmar; Dorner, Matthias ; Hoisl, Karin;

    Zitatform

    Poege, Felix, Fabian Gaessler, Karin Hoisl, Dietmar Harhoff & Matthias Dorner (2022): Filling the Gap: The Consequences of Collaborator Loss in Corporate R&D. (IZA discussion paper 15618), Bonn, 50 S.

    Abstract

    "We examine how collaborator loss affects knowledge workers in corporate R&D. We argue that such a loss affects the remaining collaborators not only by reducing their team-specific capital (as argued in the prior literature) but also by increasing their bargaining power over the employer, who is in need of filling the gap left by the lost collaborator to ensure the continuation of R&D projects. This shift in bargaining power may, in turn, lead to benefits, such as additional resources or more attractive working conditions. These benefits can partially compensate for the negative effect of reduced team-specific capital on productivity and influence the career trajectories of the remaining collaborators. We empirically investigate the consequences of collaborator loss by exploiting 845 unexpected deaths of active inventors. We find that inventor death has a moderate negative effect on the productivity of the remaining collaborators. This negative effect disappears when we focus on the remaining collaborators who work for the same employer as the deceased inventor. Moreover, this group is more likely to be promoted and less likely to leave their current employer." (Author's abstract, IAB-Doku) ((en))

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