Horizontal vs. Vertical Information Structure of the Firm

By Masahiko Aoki. 2013

547 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/0a42995f8f4af13802e17944b5ab9f7fc730fb92

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

In Management Science and Operations Research

Citations in the corpus

When Does Coordination Require Centralization (2006, unknown): “Under Centralization, the HQManager receives messagesm1 andm2 from the division managers and then chooses the decisions d1 and d2 that maximize E [π1 + π2 | m], where π1 and π2 are the divisions’ profits as given by (1) and (2), respectively, and m ≡ (m1,m2).”
Innovation networks in economics: from the incentive‐based to the knowledge‐based approaches (2002, background): “9 A point also stressed by Aoki (1986) as crucial for the success of Japanes firms, embedded in long term networking relationships with subcontracting firms.”
Learning from competing partners: outcomes and durations of scale and link alliances in Europe, North America and Asia (2000, background): “Many analysts argue that, for cultural and organizational reasons, international alliances create more potential for capturing valuable knowledge through collaboration than domestic alliances (Reich and Mankin, 1986; Hamel et al. 1989; Hamel, 1991; Aoki, 1986).”
Encouraging knowledge sharing among employees: How job design matters (2009, background): “For example, heavy specialization decreases the cognitive ability to absorb knowledge and may thus impede knowledge sharing (e.g., Aoki, 1986; Lawrence & Lorsch, 1967).”
Linking Customer Interaction and Innovation: The Mediating Role of New Organizational Practices (2011, background): “It is argued that close and frequent interactions between R&D and other functions, teams, and subunits lead to superior innovation performance because they lead to better integration and coordination of different bodies of knowledge (cf. Aoki 1986).”
Should a team be homogeneous (2002, unknown): “Examples are Aoki (1986, 1995), CrDemer (1980, 1990, 1993), Geanakoplos and Milgrom (1991), Li (1995), Ponssard et al. (1996), and Qian et al. (1995, 1999).”
The Skill Bias Effect of Technological and Organisational Change: Evidence and Policy Implications (2005, unknown): “This phenomenon first appeared in the US and Japan and has since spread through Europe, although with different intensities from country to country (see Aoki, 1986; Greenan and Guellec, 1994; O’Connor and Lunati, 1999 ). Space precludes a thorough summary of the vast amount of literature – whose bas”
Centralized and Decentralized Decision Making in Organizations (2002, unknown): “Aoki (1986) argues that decentralization should be prevalent where quick response to changing technologies and environment is necessary and the flow of new information is upward through the hierarchy.”
Organisational Learning and Governance Through Embedded Practices (2000, background): “As Aoki (1990a) notes (see also Aoki, 1986; Itoh, 1987):”
Theory and evidence in internal labor markets (2007, background): “…group-based incentive plans consistent with the argument of Holmstrom and Milgrom (1991) discussed in more detail below, higher skills can be achieved by higher levels of on-the-job training as in the argument of Aoki (1986), while high effort is also a consequence of group-based incentive plans.”