Integrating Performance Ambiguity and Asset Specificity Effects
BibTeX
@MISC{Mahoney_integratingperformance,
author = {Joseph T. Mahoney and Regina C. Mcnally and Regina C. Mcnally and Joseph T. Mahoney},
title = {Integrating Performance Ambiguity and Asset Specificity Effects},
year = {}
}
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Abstract
Organization theory suggests that various forms of performance ambiguity have governance implications for the strategic choice of control mechanism in organizational forms (e.g., Eisenhardt, 1985; Ouchi, 1979). Transaction costs theory emphasizes asset specificity as an important predictor of organizational form (e.g., Williamson, 1996). The current paper provides a new synthesis of performance ambiguity and asset specificity to better explain and predict the conditions under which various control mechanisms are more cost efficient.
