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Legal minimum wage rates for young workers were introduced in The Netherlands in 1974. After substantial increases during the 1970s, youth minimum wages were lowered in the 1980s, in response to the large increase of youth unemployment. Analyses the employment effects of lowering youth minimum wages. Looks at macro and micro evidence. At the macro level, does not find convincing evidence of negative effects of youth minimum wages on youth employment. Constructs a micro model in which an individual′s labour market state can be affected by the sign of potential earnings minus the relevant minimum wage. The model is estimated with data from 1984 and 1987. Finds significant minimum wage elasticities of employment and unemployment, with expected signs.

Using a large panel of employees from the New Earnings Survey, examines the subsequent earnings transitions of those who were in the lowest quintile of the earnings distribution in 1976. Traces the quintile earnings positions in 1984 and 1991 of three age groups of 1976 – the young, the prime‐aged, and older workers. Presents and analyses transition probabilities for each group, and contrasts the experience of men and women in terms of the incidence of low pay and its persistence. Also examines the previous locations within the earnings distribution of those who were low paid in 1991.

Presents a theoretical approach to analysing the effects of minimum wages on employment which is intended to conform more with the functioning of actual labour markets than do other popular models traditionally used to analyse the likely effects of minimum wages on employment. The model has the desirable property of not only allowing for the negative effect predicted by conventional models, but also permiting a non‐negative impact which is consistent with several recent empirical pieces of work. Examines the employment effects of the industry‐level system of minimum wages which operated in the UK until September 1993. Results reported are not in line with the orthodox model as they suggest a neutral or positive impact of Wages Council minimum wages on employment between 1978 and 1990.

Drawing upon relative absorptive capacity (AC) perspective, this study proposes a research model connecting R&D investment, three types of supply chain AC—AC from suppliers, customers and university and research institutes (U&RIs)—and firm innovativeness and investigates the contingent effects of dysfunctional competition on the link between R&D investment and supply chain AC.

The authors used data collected from 262 manufacturers in three areas of China to empirically examine the conceptual model. The corresponding hypotheses were tested with structural equation modeling and regression analysis.

The empirical results demonstrate that AC from customers and AC from U&RIs play significant mediating roles in the relationship between R&D investment and firm innovativeness. Moreover, R&D investment has a significantly greater effect on AC from U&RIs under high levels of dysfunctional competition.

First, by conceptualizing AC from a relative view, this study discloses the unique roles of knowledge from different supply chain partners in realizing the benefits of R&D investment in innovation. Second, the exploration of the contingent roles of dysfunctional competition in the emerging economy of China enriches insights on the roles of institutional environment on knowledge absorption and the knowledge on relative AC in emerging economies.

This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector.

Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study.

Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance.

The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance.

Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.