Autonomy or Control? Organizational Architecture and Corporate Attention to Stakeholders
结合访谈和调查数据，研究发现高管对组织架构的假设（引导自主或级联控制）影响公司如何关注利益相关者，引导自主有助于同时关注多个利益相关者，而级联控制导致注意力冗余。
Existing explanations of corporate attention to stakeholders overlook how organizations distribute the attention of their members. Combining interview and survey data at two levels of analysis, we show that executives’ assumptions about how best to configure their organizations have important implications for how their firms attend to stakeholders. We identify two types of organizational architecture: guided autonomy and cascaded control. The former enables specialized attention at the level of the individual manager and facilitates simultaneous attention to a large number of stakeholders; the latter restricts the autonomy of individual managers and leads to redundancy in attention. Our contribution is a framework that takes account of top manager frames and organizational architecture to articulate the relationship between individual- and organizational-level attention and to explain why some firms can address the concerns of multiple stakeholders simultaneously.