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dc.contributor.authorBel, Roland
dc.contributor.authorSmirnov, Vladimir
dc.contributor.authorWait, Andrew
dc.date.accessioned2012-11-30
dc.date.available2012-11-30
dc.date.issued2012-11-01
dc.identifier.urihttp://hdl.handle.net/2123/8799
dc.description.abstractA successful organization – or Broadway production – needs the right team. A potential issue is that an existing synergy between complementary agents (or assets) can reduce the marginal return of effort, creating a disincentive to invest. While agents always prefer to be in a team of complementary workers, a principal may wish to use non-complementary agents; this can occur if the loss from lower investment is sufficiently large. A principal, however, may opt for non-complementary agents when complementary workers would produce greater surplus. These insights have implications for job rotation, the central­ization versus decentralization of decision making and mergers.en_AU
dc.language.isoen_AUen_AU
dc.publisherSchool of Economicsen_AU
dc.relation.ispartofseries2012-14en_AU
dc.subjectcomplementarityen_AU
dc.subjecttask allocationen_AU
dc.subjectjob rotationen_AU
dc.subjectassetsen_AU
dc.subjectmergersen_AU
dc.titleOn Broadway and strip malls: how to make a winning teamen_AU
dc.typeWorking Paperen_AU
dc.contributor.departmentSchool of Economicsen_AU


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