Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/123428
Authors: 
Beckmann, Michael
Armbruster, Kathrin
Kuhn, Dieter
Year of Publication: 
2012
Series/Report no.: 
WWZ Discussion Paper 2012/07
Abstract: 
Although the performance effects of multitasking were analyzed intensively in the past, little is known about the impact of the adoption time of multitasking on corporate performance. Possibly, the quantity of the reorganization is crucial and early movers experience a comparative competitive advantage; but also quality effects could dominate and late adoption is beneficial. The present paper examines the performance effects of the implementation time of teamwork and job rotation using two nationally representative Swiss firm-level datasets. To account for potential endogeneity, two separate two-stage estimation strategies are applied. According to the results, there are slight late-mover disadvantages when implementing teamwork. In contrast, the influence of the adoption of job rotation heavily depends on the observation time, though late adoption is mainly associated with lower performance. These findings indicate that there are both quantity and quality effects, dependent on how established and complex the multitasking instrument is.
Subjects: 
Task Allocation
First Mover
Late Adopter
Firm Performance
Switzerland
JEL: 
C21
C24
D24
M12
Document Type: 
Working Paper

Files in This Item:
File
Size
467.31 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.