The Flattening Firm: Evidence from Panel Data on the Changing Nature of Corporate Hierarchies

By R. Rajan, Julie Wulf. Review of Economics and Statistics, 2006

583 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Finance

View Paper: https://www.semanticscholar.org/paper/7543879abdc1d03304c3ed3f5e3591c79842f911

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Citations in the corpus

Government-subsidized R&D and Firm Innovation: Evidence from China (2016, unknown): “Rajan and Wulf (2006) show a strong movement towards flatter corporations in the U.S. Caroli and Van Reenen (2001) report a positive association between decentralization and the development of IT adoption.”
With a little help from my colleagues: A social embeddedness approach to perceived organizational support (2012, unknown): “Our results are consistent with recent organizational changes that have given rank and file employees greater responsibilities and created greater interdependence among coworkers for decision making, setting goals, and achieving objectives (Hyman & Mason, 1995; Rajan & Wulf, 2006).”
The Corporate Headquarters in the Contemporary Corporation: Advancing a Multimarket Firm Perspective (2015, background): “…time, such as the emergence of new organizational designs (e.g., Chandler, 1962; Fligstein, 1985; Foss et al., 2012), the “flattening of the firm” (Rajan & Wulf, 2006) and the “decentering of the global firm” (Desai, 2009), as well as the increasing importance of technology, indicate that the…”
Why Has CEO Pay Increased so Much (2008, unknown): “For instance, Rajan and Wulf (2006) challenge the view that perks are pure managerial excess by showing that companies offer high perks precisely when those are likely to be productivity-enhancing.”
Organizations and Trade (2009, background): “Much has been said about the role of information and communication technology in attening the organization, understood as a reduction in the number of management layers in organizations (see for example Rajan and Wulf, 2006 and Caroli and van Reenen, 2001, among others).”
How Do CEOs See Their Roles? Management Philosophies and Styles in Family and Non-Family Firms (2013, unknown): “In contrast, firms that have transitioned to professional, outside management show a flatter and more participatory leadership structure, which seems more in line with modern management practices (e.g., Rajan and Wulf, 2006).”
Organization and Inequality in a Knowledge Economy (2006, background): “In an empirical study of senior management , Simons [1991] finds that management control systems are mostly used to allow senior managers to leverage their time by ensuring their attention is only focused when inevitably needed.”