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Article: Attribute coordination in organizations

TitleAttribute coordination in organizations
Authors
KeywordsOrganization forms
Coordination
M-form
U-form
Issue Date2001
PublisherPeking University Press. The Journal's web site is located at http://www.aeconf.net/index.htm
Citation
Annals of Economics and Finance, 2001, v. 2 n. 2, p. 487-518 How to Cite?
AbstractWe study coordination in organizations with a variety of organizational forms. Coordination in organization is modeled as the adjustment of attributes and capacities of tasks when facing external shocks. An M-form (U-form) organization groups complementary (substitutable) tasks together in one unit. In the presence of only attribute shocks, particularly when gains from specialization are small, communication is poor, or shocks are more likely, the expected payoff of the decentralized M-form is the highest. When facing both types of shocks, centralization does better if communication is good. The implications of organizational forms for the patterns of innovations and reforms within an organization, particularly centralized versus decentralized experiments and top-down versus bottom-up reforms, are discussed.
Persistent Identifierhttp://hdl.handle.net/10722/138708
ISSN
2015 Impact Factor: 0.571
2015 SCImago Journal Rankings: 0.485

 

DC FieldValueLanguage
dc.contributor.authorQian, Yen_US
dc.contributor.authorRoland, Gen_US
dc.contributor.authorXu, Cen_US
dc.date.accessioned2011-09-08T08:13:07Z-
dc.date.available2011-09-08T08:13:07Z-
dc.date.issued2001en_US
dc.identifier.citationAnnals of Economics and Finance, 2001, v. 2 n. 2, p. 487-518en_US
dc.identifier.issn1529-7373-
dc.identifier.urihttp://hdl.handle.net/10722/138708-
dc.description.abstractWe study coordination in organizations with a variety of organizational forms. Coordination in organization is modeled as the adjustment of attributes and capacities of tasks when facing external shocks. An M-form (U-form) organization groups complementary (substitutable) tasks together in one unit. In the presence of only attribute shocks, particularly when gains from specialization are small, communication is poor, or shocks are more likely, the expected payoff of the decentralized M-form is the highest. When facing both types of shocks, centralization does better if communication is good. The implications of organizational forms for the patterns of innovations and reforms within an organization, particularly centralized versus decentralized experiments and top-down versus bottom-up reforms, are discussed.-
dc.languageengen_US
dc.publisherPeking University Press. The Journal's web site is located at http://www.aeconf.net/index.htm-
dc.relation.ispartofAnnals of Economics and Financeen_US
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subjectOrganization forms-
dc.subjectCoordination-
dc.subjectM-form-
dc.subjectU-form-
dc.titleAttribute coordination in organizationsen_US
dc.typeArticleen_US
dc.identifier.emailXu, C: cgxu@hku.hk-
dc.identifier.authorityXu, C=rp01118en_US
dc.description.naturelink_to_OA_fulltext-
dc.identifier.volume2en_US
dc.identifier.issue2-
dc.identifier.spage487en_US
dc.identifier.epage518en_US
dc.publisher.placeChina-

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