Working Papers,
University of Aarhus, Aarhus School of Business, Department of Management

Abstract: This paper reviews a selection of the comparative research on the

organisation of skills and work in different countries. It argues that despite

differences in institutional means, such as keiretsu and structured

apprenticeship, the ends, in terms of a capacity to organise skills, is

similar. It is suggested that the British institution of craft control of skills

should be understood as the default state of organisation of skills and

work. This state may be likely to develop anywhere where there is an

absence of coercive control over the free rider effect. It is argued that the

free rider effect is likely to have worse effect than is usually assumed in

the case of the diffusion of innovative new technologies. The benefits of

coercive arrangements to suppress free rider effects on skills should

include the prevention of the development of craft control of work. The

paper ends with a discussion of what makes an effective technology

manager. The conclusion is that in the most effective cases, whatever the

institutional means that allows training, the object is the integration of

formal academic knowledge with a structured and broad base of work

experience.

Keywords: Innovation; Technological development

59 pages, January 3, 2004

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