CREDIBLE DELEGATION: THE ROLE OF ORGANIZATIONAL DESIGN
msra(2005)
摘要
Credible delegation of discretion obtains when it is a rational strategy for managers not to overrule employee decisions that are based on delegated decision rights or renege on the level of delegated discretion (and this is common knowledge). Making delegation of discretion credible becomes a crucial issue when firms want to sustain the advantages that may flow from delegation: Such advantages are dependent on motivated employees, and managerial overruling or reneging is harmful to motivation. However, rather little work exists on how organizations and managers can make delegation credible. We add to the literature by arguing that key elements of organizations - notably organizational structure, coordination mechanisms, reward structures, and interdependencies between activities - influence the credibility of delegation. In particular, we argue that the fit between these influence the credibility of delegation. This is because more fit configurations will reduce the probability of managerial intervention that may harm employee motivation. Refutable propositions are derived.
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