Sentence examples for costs of coordination from inspiring English sources

Enabled by information technologies that have drastically reduced the costs of coordination, innovation ecosystems have become a core element in the growth strategies of firms in a wide range of industries.

The costs of coordination are too great and the consequences of failure are too high.

The British system shows a greater flexibility to be adjusted to local considerations, whereas it requires more costs of coordination for its operation.

Internet technologies are decreasing the costs of coordination, which enables organizations to decentralize and transform their hierarchical departments into small self-managing groups connected in open platform organizational arrangements (Altman & Tripsas, 2014).

Buyers may have to bear various types of transaction costs ranging from costs of coordination to hazard of hold-up2 arising from asset specificity or IP appropriability3 (Williamson 1979).

As Internet technologies lower the costs of coordination, more and more hierarchical organizations start to transform into small self-managing and governing groups, infusing market-like elements to create high-powered incentives.

On the upside, unbundling in network industries promotes competition, but this should be balanced against the downside of unbundling, that is, the cost of coordination.

With similar hiring and firing rules and a competitive pay structure, some of the major drivers of outsourcing will have been eliminated, and it will make sense for the government to begin bringing more of its work back in-house, forgoing the cost of coordination and contract management, along with contractor profit and marketing expenses.

The cost of coordination will drop, and it's possible to imagine smart agents provide agency functions for the firm.

On the other hand, if unions are strong, they prefer independent negotiations because the gains from internalization (the cross effects of wage increase on total employment) are not sufficient to counterbalance the cost of coordination.

We argue that small enterprises show better performance in fast-changing environments due to their lower level of structural inertia and more flexible adaptation in product and market strategy; in contrast, large enterprises find it more difficult to adapt to fast-changing environments, constrained by their structural inertia and high cost of coordination among various departments.