English   español  
Please use this identifier to cite or link to this item: http://hdl.handle.net/10261/175308
Share/Impact:
Statistics
logo share SHARE   Add this article to your Mendeley library MendeleyBASE
Visualizar otros formatos: MARC | Dublin Core | RDF | ORE | MODS | METS | DIDL
Exportar a otros formatos:

Title

Centralized vs. decentralized management: an experimental study

AuthorsBrandts, Jordi
Issue Date16-Nov-2017
CitationSéminaire comportement PSE (2017)
AbstractWe study the tradeoffs between centralized and decentralized management using a new experimental game, the decentralization game. This game models an organization with two divisions and one central manager. Each division must choose or be assigned a product type. Both divisions benefit from coordinating their product types, but each prefers to coordinate on products that are close to its local tastes. The central manager aims to maximize the sum of division payoffs. Which product type achieves this goal varies with taste shocks that are known to the divisions but not the central manager. Under centralization, the central manager assigns products to divisions after receiving the divisions’ messages about the state of the world (i.e., the taste shock); under decentralization, the divisions choose their own products. Contrary to the theory, overall performance is higher under centralization than under decentralization. Communication between divisions and suggestions from central managers modestly improves performance under decentralization. Nonetheless, centralization remains the best-performing organizational form.
DescriptionTrabo presentado en el Séminaire comportement organizado por la Paris School of Economics (PSE) el 16 de noviembre de 2017
URIhttp://hdl.handle.net/10261/175308
Appears in Collections:(IAE) Comunicaciones congresos
Files in This Item:
File Description SizeFormat 
accesoRestringido.pdf15,38 kBAdobe PDFThumbnail
View/Open
Show full item record
Review this work
 


WARNING: Items in Digital.CSIC are protected by copyright, with all rights reserved, unless otherwise indicated.