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Publications
  • 2009
  • Working Paper
  • HBS Working Paper Series

Specific Knowledge and Divisional Performance Measurement

By: Michael C. Jensen and William H. Meckling
  • Format:Print
  • | Language:English
  • | Pages:13
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Abstract

This paper discusses five common divisional performance measurement methods—cost centers, revenue centers, profit centers, investment centers, and expense centers—providing a theory that explains when each of these methods is likely to be the most efficient. The central insight of the theory is that each method offers a different way of aligning decision-making authority with valuable "specific knowledge" inside the organization. The theory suggests that cost and revenue centers work best in cases where headquarters has good information about cost and demand functions, product quality, and optimal output mix. Profit centers—defined as business units whose managers have responsibility for overall profits, but not the authority to make major capital spending decisions—tend to supplant revenue and cost centers when line managers have a significant informational advantage over headquarters and when there are few interdependencies (or "synergies") between divisions. Investment centers—profit centers in which unit managers are allowed to make major investment decisions—tend to prevail when the activity is capital-intensive and when it is difficult for headquarters to identify the value-maximizing investment strategy for the business unit. In evaluating the performance of profit centers, rate-of-return measures like ROA are likely to be effective when unit managers do not have major influence over the level of new investment. But, in the case of investment centers, Economic Value Added, or EVA, is likely to be the most effective single-period measure because it is designed to encourage only value-increasing investment decisions.

Keywords

Business Units; Business Headquarters; Decisions; Cost; Investment; Investment Return; Profit; Revenue; Knowledge Use and Leverage; Managerial Roles; Performance Efficiency; Strategy

Citation

Jensen, Michael C., and William H. Meckling. "Specific Knowledge and Divisional Performance Measurement." Harvard Business School Working Paper, No. 10-025, September 2009.
  • SSRN

About The Author

Michael C. Jensen

→More Publications

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    Putting Integrity into Finance: A Purely Positive Approach

    By: Werner Erhard and Michael C. Jensen
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    Author-Level Eigenfactor Metrics: Evaluating the Influence of Authors, Institutions and Countries within the SSRN community

    By: Jevin D. West, Michael C. Jensen, Ralph J. Dandrea, Gregg Gordon and Carl T. Bergstrom
    • 2011
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    Pioneers in Finance: An Interview with Michael C. Jensen - Part 1

    By: Michael C. Jensen and Ralph A. Walkling
More from the Authors
  • Putting Integrity into Finance: A Purely Positive Approach By: Werner Erhard and Michael C. Jensen
  • Author-Level Eigenfactor Metrics: Evaluating the Influence of Authors, Institutions and Countries within the SSRN community By: Jevin D. West, Michael C. Jensen, Ralph J. Dandrea, Gregg Gordon and Carl T. Bergstrom
  • Pioneers in Finance: An Interview with Michael C. Jensen - Part 1 By: Michael C. Jensen and Ralph A. Walkling
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