Multitask Learning and the Reorganization of Work: From Tayloristic to Holistic Organization

By A. Lindbeck, D. Snower. Journal of Labor Economics, 2000

472 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a7a1f1507865629eb5d9fe40a393702ef1a29c6e

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

The multi‐tasking paradox: perceptions, problems and strategies (2008, unknown): “In contrast, the Holistic approach includes a movement away from traditional organizations whose almost exclusive purpose is the coordination and promotion of highly specialized skills necessary for the well-defined and limited-scope of tasks, to a type of flexible organization that allows for the p”
The Multitasking Preference Inventory: Toward an Improved Measure of Individual Differences in Polychronicity (2010, background): “Interest in polychronicity has increased dramatically of late, perhaps most likely as a result of increased interest in and demand for multitasking in the workplace ( Lindbeck & Snower, 2000 ).”
An Analysis of Skill Mismatch Using Direct Measures of Skills (2011, background): “…to adult education/training, but Kalleberg (2003) warned that while some see the use of high performance work organizations as having spread widely (Linbeck & Snower, 2000; Osterman, 2000) there is convincing evidence to suggest that they are still not that prevalent in the service sector, which…”
Community, Joining, and Specialization in Open Source Software Innovation: A Case Study (2003, background): “…allows for efficiency in innovation , there are also benefits to rotating people among jobs, in particular to broaden the understanding of a project, the increased sensitivity to coupling of tasks, and better management of interfaces (Cosgel and Miceli, 1999; Lindbeck and Snower, 2000).”
What makes a leader? Relative age and high school leadership (2008, background): “See: Autor, Levy, & Murnane, 2003; Borghans, Weel, & Weinberg, 2005; Lindbeck & Snower, 2000 .”
The Effect of Big Data and Analytics on Firm Performance: An Econometric Analysis Considering Industry Characteristics (2018, background): “These human assets are more specialized, because they require training and experience to effectively use the methods and tools in question and develop technological and informational task complementarities in order to apply them productively [40].”
The Growing Importance of Social Skills in the Labor Market (2017, background): “…tasks in my model, nor are there formal teams.6 This is consistent with case studies of modern teamwork, where workers are organized into temporary, fluid and self-managed groups to perform customized sets of tasks (e.g. Lindbeck & Snower 2000; Hackman 2002; Bartel et al. 2007; Edmondson 2012).”
Job-Worker Mismatch and Cognitive Decline (2005, background): “Sicherman & Galor, 1990; Lindbeck & Snower, 2000 ) by analyzing”
The Part-Time Wage Penalty in European Countries: How Large is it for Men? (2007, unknown): “…Wright, 1991; Shepard et al., 1996; Rose 1998); arguments related to the cost structure of firms (e.g. Montgomery, 1988; Hamermesh and Rees, 1993; Lindbeck and Snower, 2000); productivityrelated factors (e.g. Barzel, 1973; Moffitt, 1984; Tummers and Woittiez, 1991); and wage implications of the…”
Centralized bargaining and reorganized work: Are they compatible? (2001, background): “See, for instance, Carmichael et al. (1993), Holmstrom and Milgrom (1994), Kremer and Maskin (1995), Lindbeck and Snower (1996, 2000), Milgrom and Roberts (1990), Mitchell et al. (1990), Piore and Sabel (1984), and Yang and Borland (1991).”