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The first chapter investigates the quantitative importance of non-employment in the labor market outcomes for the United States. During the last 50 years, production has shifted from goods to services. In terms of occupations, the routine employment share decreased, giving way to increases in manual and abstract ones. These two patterns are related, and lower non-employment had an important role. A labor allocation model where goods, market services, and home services use different tasks as inputs is used for quantitative exercises. These show that non-employment could significantly slow down polarization and structural transformation, and induce significant displacement within the labor force.
The second chapter, coauthored with Bart Hobijn and Todd Schoellman, looks at the demographic structure of structural transformation. More than half of labor reallocation during structural transformation is due to new cohorts disproportionately entering growing industries. This suggests substantial costs to labor reallocation. A model of overlapping generations with life-cycle career choice under switching costs and structural transformation is studied. Switching costs accelerate structural transformation, since forward-looking workers enter growing industries in anticipation of future wage growth. Most of the impact of switching costs shows on relative wages.
The third chapter establishes that job polarization is a global phenomenon. The analysis of polarization is extended from a group of developed countries to a sample of 119 economies. At all levels of development, employment shares in routine occupations have decreased since the 1980s. This suggests that routine occupations are becoming increasingly obsolete throughout the world, rather than being outsourced to developing countries. A development accounting framework with technical change at the \textit{task} level is proposed. This allows to quantify and extrapolate task-specific productivity levels. Recent technological change is biased against routine occupations and in favor of manual occupations. This implies that in the following decades, world polarization will continue: employment in routine occupations will decrease, and the reallocation will happen mostly from routine to manual occupations, rather than to abstract ones.
Executive Casework, Inc. is a custom commercial mill working company based in San<br/>Jose, CA. Although the company originally only focused on cabinets, it has expanded to include custom reception desks and solid surface countertops to meet demand. The company founded by David and Mark Brown has humble beginnings, originally located in Mark's garage. Over the last two decades, the company has seen astronomical growth buoyed up by the fast increase in commercial real estate in Silicon Valley.<br/>However, the company is currently facing considerable uncertainty like many others in the industry. These resulting overhead costs, when paired with future uncertainty of demand created by geopolitical trends, work from home, and Covid-19, create a notable problem for Executive Casework, Inc. As such, this thesis will focus on strategic steps Executive Casework, Inc. can make to capitalize on current macrocosmic trends, as well as trends within their own industry. More specifically, it will be a strategic analysis identifying the key external forces driving the fluctuating revenues in the commercial custom mill working industry, followed by an analysis of these external forces (magnitude and longevity). We will end with a framework for capitalizing on these trends by organizationally and physically placing a company like our exemplar company, Executive Casework, in the best position to realize maximum profitability.
Anyone can be a leader, and this thesis project will be your guide to becoming a better leader in any aspect of your life! This project listens to the words of wisdom from leaders and compares those against the advice from scholars. From this discussion, a collection of traits emerge which can be built upon to become a better leader.
This research explores Amazons growth amidst the COVID-19 pandemic and how it impacted its innovation initiatives. It examines the strategies employed by Amazon to drive innovation, explores the challenges encountered during this period of expansion, and identifies opportunities for innovation in a post-pandemic era. Additionally, this study offers insights and recommendations for organizations navigating similar circumstances.