We consider organizations that optimally choose the level of adaptation to a changing environment when coordination among specialized tasks is a concern. Adaptive organizations provide employees with flexibility to tailor their tasks to local information. Coordination is maintained by limiting specialization and improving communication. Alternatively, by letting employees stick to some preagreed action plan, organizations can ensure coordination without communication, regardless of the extent of specialization. Among other things, our theory shows how extensive specialization results in organizations that ignore local knowledge, and it explains why improvements in communication technology may reduce specialization by pushing organizations to become more adaptive.
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- Gary S. Becker & Kevin M. Murphy, 1994.
"The Division of Labor, Coordination Costs, and Knowledge,"
NBER Chapters,in: Human Capital: A Theoretical and Empirical Analysis with Special Reference to Education (3rd Edition), pages 299-322
National Bureau of Economic Research, Inc.
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- Gary S. Murphy Becker & Kevin M., 1992. "The Division of Labor, Coordination Costs, and Knowledge," University of Chicago - George G. Stigler Center for Study of Economy and State 79, Chicago - Center for Study of Economy and State.
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- Kevin Crowston, 1997. "A Coordination Theory Approach to Organizational Process Design," Organization Science, INFORMS, vol. 8(2), pages 157-175, April. Full references (including those not matched with items on IDEAS)
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