Abstract
In a multi-unit firm, such as a retail chain or a multi-plant manufacturer, we compare the business strategies developed by unit managers with the strategies that maximize corporate profit. The setting is one in which units face different markets and where learning spillovers between two units are enhanced if their strategies are more similar. When there is a small number of units, we find a tendency for managers' strategies to be excessively tailored to their local market. When the firm has many units, unit strategies can be either excessively or insufficiently standardized.
Similar content being viewed by others
References
P.S. Adler and R.E. Cole, Designed for learning: A tale of two auto plants, Sloan Management Review 34 (1993) 85-94.
P. Aghion and J. Tirole, Formal and real authority in organizations, Journal of Political Economy 105 (1997) 1-29.
L. Argote, Organizational Learning: Creating, Retaining and Transferring Knowledge (Kluwer Academic, 1999).
J.A.C. Baum and P. Ingram, Survival-enhancing learning in the Manhattan hotel industry, 1898-1980, Management Science 44 (1998) 996-1016.
N. Beasley, Main Street Merchant: The Story of the J C Penney Company (Whittlesey House, New York, 1948).
R. Blumenstein, GM is building plants in developing nations to woo new markets, The Wall Street Journal (1997, August 4) pp. A1, A4.
M.-H. Chang and J.E. Harrington, Jr., Organizational structure and firm innovation in a retail chain, Computational and Mathematical Organization Theory 3 (1997) 267-288.
M.-H. Chang and J.E. Harrington, Jr., Centralization vs. decentralization in a multi-unit organization: A computational model of a retail chain as a multi-agent adaptive system, Management Science 46 (2000) 1427-1440.
M.-H. Chang and J.E. Harrington, Jr., Organization of innovation in a multi-unit firm: Coordinating adaptive search on multiple rugged landscapes (November 2000). Revised (March 2001).
M.-H. Chang and J.E. Harrington, Jr., Consumer search, competition, and the organizational structure of multi-unit firms (June 2000). Revised (February 2001).
E. Darr, L. Argote and D. Epple, The acquisition, transfer and depreciation of knowledge in service organizations: Productivity in franchises, Management Science 41 (1995) 1750-1762.
C. d'Aspremont and A. Jacquemin, Cooperative and noncooperative R&D in duopoly with spillovers, American Economic Review 78 (1988) 1133-1137.
T.H. Davenport, Putting the enterprise into the enterprise system, Harvard Business Review (1998, July-August) 121-131.
R. De Bondt, Spillovers and innovative activities, International Journal of Industrial Organization 15 (1997) 1-28.
R. De Bondt, P. Slaets and B. Cassiman, Spillovers and the number of rivals for maximum effective R&D, International Journal of Industrial Organization 10 (1992) 35-54.
M. Hammer and S. Stanton, How process enterprises really work, Harvard Business Review (1999, November-December) 108-118.
K. Kesteloot and R. Veugelers, Stable R&D cooperation with spillovers, Journal of Economics and Management Strategy 4 (1995) 651-672.
W.W. Powell, K.W. Koput and L. Smith-Doerr, Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology, Administrative Science Quarterly 41 116-145.
J. Rotemberg and G. Saloner, Benefits of narrow business strategies, American Economic Review 84 (1994) 1330-1349.
R.K. Sah and J.E. Stiglitz, The architecture of economic systems: Hierarchies and polyarchies, American Economic Review 76 (1986) 716-727.
Sears, Roebuck and Company (A): Turnaround, Harvard Business School, N9-898-007 (February 3, 1998).
T. Van Zandt, Real-time hierarchical resource allocation, Northwestern University, Center for Mathematical Studies in Economics and Management Science, Discussion Paper No. 1231 (October 1998).
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Chang, MH., Harrington, J.E. Decentralized Business Strategies in a Multi-Unit Firm. Annals of Operations Research 109, 77–98 (2002). https://doi.org/10.1023/A:1016391816826
Issue Date:
DOI: https://doi.org/10.1023/A:1016391816826