组织经济学与管理学ch15 Complementarity.pptVIP

Chapter 15 Complementarity George Hendrikse Firms are complex mechanisms for coordinating and motivating individuals’ activities. They have to deal with a much richer variety of problems than simply the provision of investment incentives and the resolution of hold-ups. Ownership patterns are not determined solely by the need to provide investment incentives, and incentives for investment are provided by a variety of means, of which ownership is just one. Thus, approaches that focus on one incentive problem that is solved by the use of a single instrument give much too limited a view of the nature of the firm, and one that is potentially misleading. Figure VI.1: Positioning Example:Marketing and production Equilibria Marketing: Low Production: Full capacity and Marketing: High Production: Excess capacity Complementarity Doing more of one activity increases the return to doing more of the other activity. Topics Concept of organisation Alignment principles Drivers of system change System change pace 1. Concept of organisation System of attributes Figure VI.2: View of the firm from an alignment perspective Examples of attributes Product strategy Marketing policy Manufacturing policy Equipment choice Personnel and compensation policies Supplier relations Accounting methods Organisations can be analysed as systems of attributes which have to be aligned. Organisational consistency / coherence becomes the main theme. Result There is no single ‘best’ organisational design, i.e. there are several aligned systems of attributes. Complementarities (synergy, fit) lead to predictable relationships among activities. 2. Alignment principles Equal compensation principle Law of large numbers Orthogonality Influence costs 2.1. Equal compensation principle Chapter 6 Example: physical therapist Three attributes: x1: Task freedom (S(mall) or L(arge)) x2: Piece rate wage (L(ow) or H(igh)) x3: Ownership equipment (Y(es) or N(o)) Which organisational forms are equilibria? O