Archive for January, 2013

Arrunada Seminar: Corrado Malberti – What could be the next steps in the elaboration of a general theory of public registers?

| Corrado Malberti |

What could be the next steps in the elaboration of a general theory of public registers?

From a lawyer’s perspective, one of the most important contributions of Arruñada’s Institutional Foundations of Impersonal Exchange is the creation of a general economic theory on public registers. Even if this work is principally focused on business registers and on registers concerning immovable property, many of the results professor Arruñada achieves could be easily extended to other registers already existing in many legal systems or at the transnational level.

For example, a first extension of the theories proposed by professor Arruñada could be made by examining the functioning of the registers that collect information on the status and capacity of persons. A second field that should probably benefit from professor Arruñada’s achievements is that of public registers that operate at a transnational level and established by international treaties. In particular, in this second case, the reference is obviously to the Cape Town convention on International Interests in Mobile Equipment which will, and — to some extent — already has, resulted in the creation of different registers for the registrations of security interests for Aircrafts, Railway Rolling Stock, and Space Assets. In my view it will be important to test in what measure the solutions adopted for these registers are consistent with the results of Arruñada’s  analysis.

Corrado Malberti, Professor in Commercial Law. University of Luxembourg.  Commissione Studi Consiglio Nazionale del Notariato.

30 January 2013 at 10:51 am 3 comments

Does Boeing Have an Outsourcing Problem?

| Peter Klein |

Jim Surowiecki is a good business writer (and my college classmate) and I always learn from his essays (and his 2004 book The Wisdom of Crowds). But I think he gets it wrong on the Boeing 787 case. Jim echoes what is becoming the conventional management wisdom on the Dreamliner, namely that it’s long list of woes (the current battery problem being only the most recent) results from the decision to outsource most of the plane’s production. “The Dreamliner was supposed to become famous for its revolutionary design. Instead, it’s become an object lesson in how not to build an airplane.” Specifically:

[T]he Dreamliner’s advocates came up with a development strategy that was supposed to be cheaper and quicker than the traditional approach: outsourcing. And Boeing didn’t outsource just the manufacturing of parts; it turned over the design, the engineering, and the manufacture of entire sections of the plane to some fifty “strategic partners.” Boeing itself ended up building less than forty per cent of the plane.

This strategy was trumpeted as a reinvention of manufacturing. But while the finance guys loved it — since it meant that Boeing had to put up less money — it was a huge headache for the engineers. . . . The more complex a supply chain, the more chances there are for something to go wrong, and Boeing had far less control than it would have if more of the operation had been in-house.

The assumption here is that vertical integration is better for quality control and for coordinating complex production systems. But that assumption is just plain wrong. As the property-rights approach to the firm has emphasized, control and coordination problems occur in internal as well as external contracting. As Thomas Hubbard points out, 

The more modern thinking about procurement emphasizes that this problem appears — albeit in different forms — both when a company procures internally and when it subcontracts. The problem of getting procurement incentives right does not disappear when you produce internally rather than subcontract; it just changes. Companies struggle to get their subcontractors to produce what they want at low cost; they also struggle to get their own divisions to do so.

In other words, Boeing might have had the same problems with in-house production. “It is certainly possible that the Dreamliner’s current problems are derived from its design — it relies far more on electrical systems than Boeing’s previous planes — and that these problems would have been just as significant (and worse on the cost front) had Boeing sourced more sub-assemblies internally.” Hubbard’s essay includes a number of additional insights derived from modern theories of the firm, such as the Williamsonian idea that adaptation is the central issue distinguishing markets from hierarchies. 

So, the next time you read that firms should vertically integrate to maintain quality, as yourself, are employees always easier to control than subcontractors?

29 January 2013 at 12:11 am 3 comments

The Myth of the Flattening Hierarchy

| Peter Klein |

We’ve written many posts on the popular belief that information technology, globalization, deregulation, and the like have rendered the corporate hierarchy obsolete, or at least led to a substantial “flattening” of the modern corporation (see the links here). The theory is all wrong — these environmental changes affect the costs of both internal and external governance, and the net effect on firm size and structure are ambiguous — and the data don’t support a general trend toward smaller and flatter firms.

Julie Wulf has a paper in the Fall 2012 California Management Review summarizing her careful and detailed empirical work on the shape of corporate hierarchies. (The published version is paywalled, but here is a free version.) Writes Julie:

I set out to investigate the flattening phenomenon using a variety of methods, including quantitative analysis of large datasets and more qualitative research in the field  involving executive interviews and a survey on executive time use. . . .

We discovered that flattening has occurred, but it is not what it is widely assumed to be. In line with the conventional view of flattening, we find that CEOs eliminated layers in the management ranks, broadened their spans of control, and changed pay structures in ways suggesting some decisions were in fact delegated to lower levels. But, using multiple methods of analysis, we find other evidence sharply at odds with the prevailing view of flattening. In fact, flattened firms exhibited more control and decision-making at the top. Not only did CEOs centralize more functions, such that a greater number of functional managers (e.g., CFO, Chief Human Resource Officer, CIO) reported directly to them; firms also paid lower-level division managers less when functional managers joined the top team, suggesting more decisions at the top. Furthermore, CEOs report in interviews that they flattened to “get closer to the businesses” and become more involved, not less, in internal operations. Finally, our analysis of CEO time use indicates that CEOs of flattened firms allocate more time to internal interactions. Taken together, the evidence suggests that flattening transferred some decision rights from lower-level division managers to functional managers at the top. And flattening is associated with increased CEO involvement with direct reports —the second level of top management—suggesting a more hands-on CEO at the pinnacle of the hierarchy.

As they say, read the whole thing.

28 January 2013 at 12:56 am 4 comments

Arrunada Seminar: Matteo Rizzolli – Will ICT Make Registries Irrelevant?

| Matteo Rizzolli |

Will ICT Make Registries Irrelevant?

With this brief post, I would like to add some further discussion on the role of new technologies and ICTs for the evolution of registries. The book of Prof Arrunada touches upon the issue in chapter 7 where the role of technical chance is tackled. He discusses mainly the challenges in implementing different degrees of automation in pre-compiling and lodging information from interested parties and even in automating decision-making by the registry itself.

These challenges represent the costs of introducing ICTs in registries. In the book the benefits of ICTs for abating the costs of titling/recording are not discussed at length. Think of them in terms of the costs of gathering, entering, storing, organising and searching the data. I assume it is trivial to say that ICTs decrease the fixed and variable costs of registries even when some issues raised in the book are considered. In terms of the figure below (my elaboration of figure 5.1 on pg 133) this is equivalent to say that, thanks to ICTs, the black line representing the “Value of land under public titling” shifts upwards and therefore the “Indifference point for individual titling decisions” shifts leftward and makes registries more desirable.

However, i think that an important effect of ICTs is neglected in this analysis. In fact ICTs are now pervasive in most transactions. Land is observed with all sorts of satellite technology and the movement of objects and people is traced in many ways. Communications, both formal and informal are also traced and information on companies is just one click away for most individuals. I don’t want to discuss philosophical, sociological or legal aspects of this information bonanza. Neither neglect that more information doesn’t mean better or more trustworthy information. On the other I think we can agree that the quantity of information available to counterparts of a transaction is greatly increased and -more important- that verifiable evidence can be produced more easily should legal intervention in case of conflict arise.

All this information windfall may -this is my hypothesis- decrease the costs of keeping transactions out of registries and therefore improve the value of transactions under privacy. In terms of the figure below, this amounts to rotating the red line upwards and, as a result, shifting the “Indifference point for individual titling decisions” on the right.

In a sense, ICTs both i) decrease the costs of registries and ii) makes registries less relevant. On balance, it is hard for me to say which effect of ICTs may prevail. I think however this could be a very interesting empirical question to research.

Matteo Rizzolli. Assistant Professor of Law and Economics at the Free University of Bozen, Italy. Board member and secretary of the European Law & Economics Association

Click figure for higher resulution:

rizzolli picture

23 January 2013 at 6:15 am 1 comment

Hard and Soft Obscurantism

| Lasse Lien |

I recently attended a presentation by the great social scientist Jon Elster, in which he lamented the state of affairs in social science. Elster has – quite nicely, IMHO – coined the terms hard and soft obscurantism as the main problems. To Elster, obscurantism generally refers to endeavors that are unlikely to produce anything of value, and where this can be predicted in advance. This in contrast to more honorable failures, where a plausible hypothesis turns out to be wrong, leaving much effort without much value.

Soft obscurantism is exactly what it sounds like. Unfalsifiable, impenetrable theories which often proudly ignores standards for argument and evidence that elsewhere constitute the hallmark of the scientific method. Examples are post modernism (Latour), structuralism (Lévi-Strauss), Functionalism (Bourdieu, Foucault), Marxism (Badiou) and psychoanalysis.

But there is a ditch on the other side of the road too. Hard obscurantism refers to mathematical exercises without any tangent to reality, which is useful neither as mathematics nor social science. Another form of hard obscurantism is data mining, or misuse of fancy econometrics, or a combination of the two. Both mathematical games and econometric voodoo give the appearance of “scientificness”, but Elster doesn’t hold his guns about the value created by hard obscurantism either:

“I believe that much work in economics and political science that is inspired by rational-choice theory is devoid of any explanatory, aesthetic or mathematical interest, which means that it has no value at all”

One can of course argue about the size of the size of the total problem, and relative size of each type (personally, I would bet on soft obscurantism as the bigger problem), but the key question is perhaps why obscurantism of either type isn’t gradually rooted out. According to Elster their combined “market share” in the social sciences seems to be growing.

For more, see this and this and this.

23 January 2013 at 5:38 am 12 comments

Arrunada Seminar: Rod Thomas – Developing a Credible Automated System for Agency Registration under a “Registration of Rights” Model

| Rod Thomas |

Developing a Credible Automated System for Agency Registration under a “Registration of Rights” Model

In his book, Arruñada rehearses the debate between mere recordation of deeds versus registration of rights. Under the “registration of rights” model, the registration event may be backed by a State guarantee of ownership, as is the case under a Torrens system. Under such a system, the need for a credible automated system is paramount. This is because the registration event is normally conclusive as to title rights, even in the face of third party ineptness or fraud in undertaking the registration.  By way of example, in Torrens systems, the transaction, once completed, can conventionally only be overturned where the transferee is found to have been fraudulent in obtaining the registered title interest even if the dealing is void at law.

Under a registration of rights model there is a heightened sense of vulnerability where the registration even is undertaken by an agent.  This is because the agent and not the transferee may have been either fraudulent or inept in undertaking the transaction. An example of such a system in operation is the Landonline System, as it presently exists in New Zealand, where only agency registration is possible.

Arruñada also argues that for a registration system to be successful, it needs to be both cost effective and accessible. Consequently a tension arises under a registration of rights model, operated by agency registration. On the one hand effective measures need to be put in place to protect consumers from inept or fraudulent transactions. On the other hand, a system which is overly complex, or expensive to operate, is unlikely to be successful.

Such concerns may be less pressing in countries where digitalised signatures already play a key role in authorising transactions. In those jurisdictions it appears to be a relatively straightforward procedure to incorporate the need for the existing interest holder’s digitalised signature before a transaction can occur. What however of jurisdictions such as the United Kingdom, Australia or New Zealand where digitalised signatures are not in ready use and agency registration is common?

Various possibilities come to mind for these other jurisdictions.  One may be imposing a system where each dealing must first be authorised by a private PIN number known only to the existing land interest holder.   This however may be cumbersome to operate and regulate.  Also, PIN number may not be securely kept, so abuses could still occur.  Another possibility may be to incorporate “flags” into the automated system, so the interest holder is notified of any proposed dealing with his or her interest, and can therefore block the proposed registration before it occurs.

The question therefore needs to be asked; “what possibilities exist under a registration of rights model  (in the absence of electronic signatures) for setting up a safe and cost effective automated system, operated by agency registration?”

Rod Thomas. Senior Lecturer in Law, Auckland University of Technology, New Zealand

21 January 2013 at 4:04 am 2 comments

Handbook of Organizational Economics

| Peter Klein |

It’s edited by Bob Gibbons and John Roberts, just published by Princeton, and you can read about it here, including the table of contents and the introduction. As Gibbons and Roberts note:

Organizational economics involves the use of economic logic and methods to understand the existence, nature, design, and performance of organizations, especially managed ones. As this handbook documents, economists working on organizational issues have now generated a large volume of exciting research, both theoretical and empirical. However, organizational economics is not yet a fully recognized field in economics — for example, it has no Journal of Economic Literature classification number, and few doctoral programs offer courses in it. The intent of this handbook is to make the existing research in organizational economics more accessible to economists and thereby to promote further research and teaching in the field.

This is a fair assessment, though some O&M readers may find the editors’ definition of the field too narrow. The volume covers a wide variety of issues, topics, and applications but nearly all from the perspective of modern neoclassical economics (there’s a chapter on TCE by Williamson and Steve Tadelis, but nothing on “old” property rights theory, capabilities, the knowledge-based view, etc.). Still, it appears to be an excellent collection of state-of-the-art papers. Besides the usual topics like incentives, authority, complementarity, innovation, ownership, vertical integration, and the like, there’s also an interesting methodological section featuring “Clinical Papers in Organizational Economics” by George Baker and Ricard Gil, “Experimental Organizational Economics” by Colin Camerer and RobertoWeber, and “Insider Econometrics by Casey Ichniowski and Kathy Shaw. Check it out.

20 January 2013 at 11:44 pm 1 comment

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Nicolai J. Foss and Peter G. Klein, Organizing Entrepreneurial Judgment: A New Approach to the Firm (Cambridge University Press, 2012).
Peter G. Klein and Micheal E. Sykuta, eds., The Elgar Companion to Transaction Cost Economics (Edward Elgar, 2010).
Peter G. Klein, The Capitalist and the Entrepreneur: Essays on Organizations and Markets (Mises Institute, 2010).
Richard N. Langlois, The Dynamics of Industrial Capitalism: Schumpeter, Chandler, and the New Economy (Routledge, 2007).
Nicolai J. Foss, Strategy, Economic Organization, and the Knowledge Economy: The Coordination of Firms and Resources (Oxford University Press, 2005).
Raghu Garud, Arun Kumaraswamy, and Richard N. Langlois, eds., Managing in the Modular Age: Architectures, Networks and Organizations (Blackwell, 2003).
Nicolai J. Foss and Peter G. Klein, eds., Entrepreneurship and the Firm: Austrian Perspectives on Economic Organization (Elgar, 2002).
Nicolai J. Foss and Volker Mahnke, eds., Competence, Governance, and Entrepreneurship: Advances in Economic Strategy Research (Oxford, 2000).
Nicolai J. Foss and Paul L. Robertson, eds., Resources, Technology, and Strategy: Explorations in the Resource-based Perspective (Routledge, 2000).


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