We study an agency model in which an entrepreneur selects a manager from a candidate set. The selected manager's effort improves the project's potential environment, and is a hidden action. The realized project environment is the entrepreneur's private information. A manager's utility has two...

We study an organization, consisting of a manager and a worker, whose success depends on its ability to estimate a payoff-relevant but unknown parameter. If the manager has private information about this parameter, she has an incentive to conceal it from the worker in order to motivate him to...

As digital technologies increase the occurrence of big bang disruptions across industries, companies old and new find they have less time both to profit from their own disruptor and to unleash the next one. This article describes the drivers of this phenomenon, and offers strategic responses...

This paper studies team design in the context of a standard risk-neutral principal-agent model with contractual constraints. I introduce heterogeneity in agents' technologies in terms of how agents shift probability mass across states of nature when they exert effort. Moral hazard and...

The nature of disruptive innovation, first studied by Joseph Schumpeter, has changed dramatically in the wake of rapidly and predictably deflating costs for embedded digital technology. New disruptors now enter the marker both better and cheaper than existing products. The result is devastating...

A field research, commissioned by the Dutch Foundation for Management Studies, on the state of the application of the concept of business unit-organization (M-form) in the Netherlands, has produced some noteworthy results. Through interviews with 36 organizations, most for-profit companies...

To date, much of the literature on institutional economics has relied on abstract metaphors based in exchange. Thus, Williamson introduced the fundamental insights surrounding his “transaction costs” model and discussed the governance of contracts in exchange relationships. Yet organizations...