The employment and earnings effects of the minimum wage are estimated by parameterizing a hypothesized relationship between underlying market employment and wage relationships versus observed wage and employment distributions in the presence of a legislated minimum. If there had been no minimum during the 1973-78 period, we estimate that employment among out-of-school men 16-24 would have been approximately 4% higher than it was. Among young men 16-19 employment would have been about 7% higher; among those 20-24, 2% higher. Employment among black youth 16-24 would have been almost 6% higher than it was, compared with somewhat less than 4% for white youth. Although it is sometimes argued that the adverse employment effects of the minimum are offset by increased earnings, we find virtually no earnings effect. Had the minimum not been raised over the 1973-78 period, inflation would have greatly moderated the adverse employment effects of the minimum, with approximately two-thirds of the potential employment gains from elimination of the minimum attained. The weight of our evidence is inconsistent with a general increase in youth wage rates with increases in the real minimum. Our findings support the hypothesis that the effects of the minimum are concentrated on youth with subminimum market wage rates.

Although accounting and control systems have increased in both their sophistication and importance as resource allocation decisions have moved more within organizations, resistance and system failure are both common, and there is little evidence that system sophistication is associated with effective performance. Three consonance hypotheses are advanced to explain resistance and system difficulty: accounting and control systems will be implemented easily to the extent that they are (a) consistent with other sources of power in their implications for the distribution of power; (b) consistent with the dominant organizational culture and paradigm in their implications for values and beliefs; and (c) consistent with shared judgments about technical certainty and goal congruence in their assumptions about the degree of certainty about the organization's goals and technology. These sources of resistance are fundamentally structural, and process-based strategies (such as user involvement in design) are largely ineffective in overcoming these problems. This result suggests that power structures and organizational paradigms must be considered in both research and practice dealing with accounting and control systems.

Accounting changes, Analyst forecasts, Forecast accuracy, Earnings announcement

Budgeting, Management-by-Exception, Motivational factors, Contingency hypothesis

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Applicants must possess a strong academic research record which also demonstrates a high level of current research involvement. The chaired position, in addition to a competitive salary, includes the resources and support necessary for a continuing high level of research activity and production.

An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button.