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image/svg+xml Jakob Voss, based on art designer at PLoS, modified by Wikipedia users Nina and Beao Closed Access logo, derived from PLoS Open Access logo. This version with transparent background. http://commons.wikimedia.org/wiki/File:Closed_Access_logo_transparent.svg Jakob Voss, based on art designer at PLoS, modified by Wikipedia users Nina and Beao Economic Designarrow_drop_down
image/svg+xml Jakob Voss, based on art designer at PLoS, modified by Wikipedia users Nina and Beao Closed Access logo, derived from PLoS Open Access logo. This version with transparent background. http://commons.wikimedia.org/wiki/File:Closed_Access_logo_transparent.svg Jakob Voss, based on art designer at PLoS, modified by Wikipedia users Nina and Beao
Economic Design
Article . 1996 . Peer-reviewed
License: Springer TDM
Data sources: Crossref
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On economies of scope in communication

Authors: Thomas Marschak;

On economies of scope in communication

Abstract

A classic puzzle in the economic theory of the firm concerns the fundamental cause of decreasing returns to scale. If a plant producing product quantityX at costC can be replicated as often as desired, then the quantityrX need never cost more thanrC. Traditionally the firm is imagined to take its identity from a fixednon-replicable input, namely a ‘top manager’; as more plants or divisions are added, the communication and computation burden imposed on the top manager (who has information not possessed by the divisions) grows more than proportionately. Decreasing returns are experienced as the top manager hires more variable inputs to cope with the rising burden. Suppose it turns out, however, that when the divisions are assembled, and are given exactly the same totally independent tasks that they fulfilled when they were autonomous, then asaving can be achieved if they adopt a joint procedure for performing those tasks rather than replicating their previous separate procedures. Then the top manager's rising burden must be shown to be particularly onerous—otherwise there may actually beincreasing returns. We show that for a certain model of the information-processing procedure used by the separate divisions and by the firm, there may indeed be such an odd unexpected saving. The saving occurs with respect to the size of the language in which members of each division, or of the firm, communicate with one another, provided that language is finite. If instead the language is a continuum then the saving cannot occur, provided that the procedures used obey suitable ‘smoothness’ conditions. We show that the saving for the finite case can be ruled out in two ways: by requiring the procedures used to obey a regularity condition that is a crude analogue of the smoothness conditions we impose on the continuum procedures, or by insisting that the procedure used be a ‘deterministic’ protocol. Such a protocol prescribes a conversation among the participants, in which a participant has only one choice, whenever that participant has to make an announcement to the others. The results suggest that a variety of information-processing models will have to be studied before the traditional explanation for decreasing returns to scale is understood in a rigorous way.

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selected citations
These citations are derived from selected sources.
This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).
BIP!Citations provided by BIP!
popularity
This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network.
BIP!Popularity provided by BIP!
influence
This indicator reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).
BIP!Influence provided by BIP!
impulse
This indicator reflects the initial momentum of an article directly after its publication, based on the underlying citation network.
BIP!Impulse provided by BIP!
3
Average
Average
Average
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