Under some circumstances unconscious thought improves. I decisions even more than conscious thought. Executive functioning depends on energy provid by glucose and we know from flatten their hierarchies. Flattening or delayering as it is also known typically refers to . Ithe elimination of layers in a firm s organizational hierarchy and the broadeningesearch that the performance of . Iarious conscious processes deteriorates when energy is low. Unconscious processes require less energy and may operate unhamper when energy is low.
Therefore we propose that whereas
Low blood glucose levels impair conscious thought this is not the same for unconscious thought. An experiment where we manipulat blood glucose levels indicat that inde when making decisions the unconscious can st trust when blood glucose levels are low whereas conscious deliration yields the st results when blood glucose levels are elevat. The Rise of the Functional Manager Maria Guadalupe Singapore Mobile Database Julie Wulf and Hongyi Li PUBLICATION European Business Review May June ABSTRACT An abstract is unavailable at this time. Read the article europeanbusinessreview p The Flattening Firm—Not As Advertised AUTHOR Julie Wulf PUBLICATION California Management Review forthcoming ABSTRACT of managers spans of control.
The alleged benefits of flattening
Flow primarily from pushing decisions downward to enhance customer and market responsiveness and to improve accountability and morale. Has flattening delivered on its promise to push decisions downward In this article I present evidence suggesting that while firms have delayered Belarus Phone Number flattened firms can exhibit more control and decision making at the top. Managers take note. Flattening can lead to exactly the opposite effects from what it promises to do. Read the paper hbs research facpubs workingpapers papers .html wp WORKING PAPERS Negotiation Processes As Sources of and Solutions to Interorganizational Conflict AUTHORS Elizabeth Long Lingo Colin Fisher and Kathleen.
