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Working paper
Poverty and Piety in an English Village: Terling 1525-1700
In: Labour / Le Travail, Band 10, S. 249
Information Aggregation, Security Design, and Currency Swaps
In: Journal of Political Economy, Band 110
SSRN
Essays on the family and historical change
In: The Walter Prescott Webb memorial lectures 17
When financial incentives backfire: Evidence from a community health worker experiment in Uganda
In: Journal of development economics, Band 144, S. 102437
ISSN: 0304-3878
When financial incentives backfire: evidence from a community health worker experiment in Uganda
In: Journal of development economics, Band 144
ISSN: 0304-3878
World Affairs Online
SSRN
Working paper
Nudging to use: Achieving safe water behaviors in Kenya and Bangladesh
In: Journal of development economics, Band 110, S. 13-21
ISSN: 0304-3878
Financial constraints on investment in an emerging market crisis
In: Journal of monetary economics, Band 55, Heft 3, S. 568-591
Monopoly and the Incentive to Innovate When Adoption Involves Switchover Disruptions
In: NBER Working Paper No. w13864
SSRN
SSRN
Working paper
"Carve-Outs" from the Workers' Compensation System
In: Journal of policy analysis and management: the journal of the Association for Public Policy Analysis and Management, Band 21, Heft 3, S. 467-484
ISSN: 0276-8739
Changes in Managerial Pay Structures 1986-1992 and Rising Returns to Skill
In: NBER Working Paper No. w7730
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Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System
In: Organization science, Band 10, Heft 1, S. 43-68
ISSN: 1526-5455
This article seeks to reconceptualize the relationship between flexibility and efficiency. Much organization theory argues that efficiency requires bureaucracy, that bureaucracy impedes flexibility, and that organizations therefore confront a tradeoff between efficiency and flexibility. Some researchers have challenged this line of reasoning, arguing that organizations can shift the efficiency/flexibility tradeoff to attain both superior efficiency and superior flexibility. Others have pointed out numerous obstacles to successfully shifting the tradeoff. Seeking to advance our understanding of these obstacles and how they might be overcome, we analyze an auto assembly plant that appears to be far above average industry performance in both efficiency and flexibility. NUMMI, a Toyota subsidiary located in Fremont, California, relied on a highly bureaucratic organization to achieve its high efficiency. Analyzing two recent major model changes, we find that NUMMI used four mechanisms to support its exceptional flexibility/efficiency combination. First, metaroutines (routines for changing other routines) facilitated the efficient performance of nonroutine tasks. Second, both workers and suppliers contributed to nonroutine tasks while they worked in routine production. Third, routine and nonroutine tasks were separated temporally, and workers switched sequentially between them. Finally, novel forms of organizational partitioning enabled differentiated subunits to work in parallel on routine and nonroutine tasks. NUMMI's success with these four mechanisms depended on several features of the broader organizational context, most notably training, trust, and leadership.
Theories of Political Economy
In: The journal of politics: JOP, Band 56, Heft 1, S. 298-299
ISSN: 0022-3816