We consider an organization with two projects which have productive spillovers. Three agents are active in this organization: two agents, each specialized in one project, and the CEO, who is a generalist. The organization owner first allocates authority over each project to these three...

Recruitment is often delegated to senior employees. Delegated recruitment, however, is vulnerable to moral hazard because senior employees may avoid recruiting the best candidates who could threaten their future seniority. We find that seniors will not deliberately choose bad candidates if the...

This paper explores the role of incomplete contracts when firms take into account their locations when deciding on their organizational form. For each of its activities, a firm faces the decision of whether to vertically integrate or to outsource, choosing the less costly of these two...

Top management faces two key organizational design choices: (1) how much authority to delegate to lower-level managers, and (2) how to design incentive compensation to ensure that these managers do not misuse their discretion. Although theoretical accounting literature has emphasized the joint...

The canonical principal-agent problem involves a risk-neutral principal who must use incentives to motivate a risk-averse agent to take a costly, unobservable action that improves the principal's payoff. The standard solution requires an inefficient shifting of risk to the agent. This paper,...

The theory of agency, which has seen many recent applications in the social sciences and management literatures, is essentially a theory of failures: It seeks to understand the problems created when one party attempts to control another's behavior, given that control is costly and it often does...