By M. Colombo;M. Delmastro
ISBN-10: 0230582206
ISBN-13: 9780230582200
ISBN-10: 1349541397
ISBN-13: 9781349541393
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In contrast to a situation with private benefits, these problems cannot be alleviated through an incentive compensation scheme. In fact, such a scheme, in addition to making the agent care more about coordination, also induces her to behave in accordance with her priors. So disagreement between the agent and the principal engenders a trade-off between motivation and coordination. It follows that delegation will increase in the importance of the agent’s effort and decrease in the importance of coordination.
16 The Economics of Organizational Design Second, due to information overload, centralized organizations make decisions at a slower pace than decentralized ones. Accordingly, Sah and Stiglitz (1986, 1988) show that when decision authority is concentrated at the top of the hierarchy, a relatively lower number of projects can be selected in comparison with a situation in which it is decentralized. Decentralization then emerges as an efficient arrangement in situations where projects are on average of good quality.
Hence, for each organization j, ND(j) is a vector of K discrete coordinates, that range between zero (no decision is taken at that level) and I (all decisions are taken at that level). Unlike the previous measure, ND captures, besides the degree of centralization, the distribution of authority within the hierarchy. Whereas from DC we know the average level of centralization of decision-making activity, from ND we can distinguish situations in which decisionmaking is concentrated at high, middle, or even low hierarchical levels from cases in which it is more evenly distributed.
The Economics of Organizational Design: Theoretical Insights and Empirical Evidence by M. Colombo;M. Delmastro
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