Task Allocation and Corporate Performance: is There a First-Mover Advantage?

Kathrin Armbruster (), Michael Beckmann () and Dieter Kuhn
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Kathrin Armbruster: University of Basel
Michael Beckmann: University of Basel

Working papers from Faculty of Business and Economics - University of Basel

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.

JEL-codes: C21 C24 D24 M12 (search for similar items in EconPapers)
Date: 2012
New Economics Papers: this item is included in nep-bec, nep-cse and nep-hrm
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Persistent link: https://EconPapers.repec.org/RePEc:bsl:wpaper:2012/07

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