Posts filed under ‘Recommended Reading’
| Peter Klein |
Corporate culture is hard to define and measure (Kreps’s game-theoretic version is probably the one most familiar to economists), but may play a role in explaining variation in firm performance. Of course, one should not invoke “culture” as an explanation for outcomes without specifying some microfoundations. And culture may be as much the result of firm performance as the cause.
But organizations can also serve as a sort of laboratory for understanding the links between informal institutions like culture and more formal institutions such as written rules, policies, and procedures in society at large, a very important issue for economic history, growth, public policy, etc. So say Luigi Guiso, Paola Sapienza, and Luigi Zingales in this short note:
Unlike large societies, however, corporations give hopes to identify the link between culture and formal institutions. . . . First, the creation of a firm is a moment where the founder has the power to set values on a blank slate. Identification of this moment is easier (it is recorded, it is recent) than identifying when and who sets the values of a large community (e.g. a country). Second, culture is easier to change in a corporation. Through hiring and firing corporations can select values by selecting people, avoiding the more difficult strategy of changing their minds. And can punish them if they do not adapt (e.g. by deferring promotion). In large societies only the difficult strategy is available, and slow adaptation is hard to punish, unless slow-adapters are outlawed, which makes culture and law undistinguishable. Third, it is easier to establish the link with performance. Performance is continuously recorded, for the corporation as a whole and often for its segments and divisions in order to implement compensation schemes. Hence, one can study the role of shared norms and beliefs while controlling for the power of economic incentives. Finally, because firms break up and merge much more often than countries, an observer can collect exposure of a firm to a new culture much more often than one can for larger societies.
| Peter Klein |
Thanks to Danny Sokol for passing on this paper by Alan Meese.
Alan J. Meese
Antitrust Law Journal 79, no. 3 (2014)
This essay, prepared for a conference examining Robert Bork’s antitrust contributions, examines Bork’s hitherto unknown role in the transaction cost economics (“TCE”) revolution. The essay recounts how, in 1966, Bork helped rediscover Coase’s 1937 article, The Nature of the Firm and employed Coase’s reasoning to explain how various forms of partial integration could reduce transaction costs. As the essay shows, Bork described how exclusive territories, customer restrictions and horizontal minimum price fixing that accompanied otherwise valid integration were voluntary efforts to overcome the costs of relying upon unfettered markets to conduct economic activity. To be sure, Bork did not develop a complete account of TCE capable of informing a full-fledged research program. Nonetheless, Bork did articulate and apply various tools of TCE, tools that reflected departures from the applied price theory tradition of industrial organization.
The essay also offers some brief speculation regarding why scholars have not recognized Bork’s early contributions to TCE. For one thing, Bork did not purport to offer a new economic paradigm. Instead, Bork repeatedly characterized his work as an application of basic price theory, the very economic paradigm that TCE overthrew with respect to the interpretation of non-standard contracts. Moreover, Bork did not persist in his critique of price theory’s once-dominant account of non-standard contracts. After reiterating his views in 1968, for instance, he did not revisit the economics of non-standard agreements for nearly a decade. Finally, when Bork did return to the topic, he deemphasized TCE-based arguments and focused more on the claim that such agreements could not add to the market power already possessed by manufacturers and thus could not produce economic harm. In short, Bork’s failure to reiterate his TCE-based interpretation of non-standard agreements seems partly responsible for the lack of recognition his early contributions have received.
On Bork see also Jack High’s useful 1984 paper, “Bork’s Paradox: Static vs. Dynamic Efficiency in Antitrust Analysis.”
| Peter Klein |
Recent posts on strategy and game theory (here and here) generated quite a lot of discussion here and on social media. Avinash Dixit offers more grist for the mill in his December 2014 Journal of Economic Literature essay on Lawrence Freedman’s Strategy: A History (Oxford, 2013). (An ungated version is here.) Dixit’s essay contrasts the economist’s and the historian’s view of strategy — “strategy” being game theory for the former, a broader, interpretive, interdisciplinary exercise for the latter — but the discussion is highly relevant for strategic management. The management literature has traditionally taken a wide, flexible view of “strategy,” closer to the historian’s sense than the economist’s, though that is rapidly changing as game theory becomes more widespread in strategic management research and teaching.
Here’s an excerpt from Dixit’s opening, which gives you the flavor:
[Freedman] heads the preface with a memorable quote from Mike Tyson: “Everyone has a plan till they get punched in the mouth.” Later he quotes another fighter, the legendary German Field Marshal Helmuth Karl Bernhard Graf von Moltke: “no plan survived contact with the enemy” (p. 104). The game theorist will respond: “Those plans are not strategies. They are incomplete. They fail to specify any action at the node of the game tree where you get punched in the mouth or meet the enemy army, or in the ensuing subgame.” It would be extreme stupidity, or arrogance tantamount to stupidity, for a boxer not to recognize the possibility of getting punched in the mouth. And although avoiding battle may be an important aspect of military strategy in many situations (see pp. 47–9), every plan should include a provision for action if or when battle commences. Tyson, or Freedman, will probably counter that even if the boxer starts with a complete plan that specifies the action for this contingency, the punch will make him forget the plan and react hot-headedly. Modern game theorists exposed to behavioral ideas will admit some truth in this, and agree that the boxer’s System 2 calculations are likely to fly out of the ring when the punch lands and System 1 instincts will take over. But they will add that that makes it all the more important for the boxer to strategize better in advance—to take actions before getting punched, either to reduce the risk, or to arrange matters in such a way that the anger and instinct (or the prospects of such reactions) are put to more effective use, as with the strategy of brinkmanship. More generally, “the art of creating power” often entails strategic moves like commitments, threats and promises that game theorists have analyzed following Thomas Schelling (1960). And Freedman’s picture of “strategy as a System 2 process engaged in a tussle with System 1 thinking” (p. 605) looks remarkably like Schelling’s (1984, ch. 3) “intimate contest for self-command.”
I have a twofold purpose in constructing the above exchange. One is to highlight the difference between the perspectives of economists and historians in thinking about the same situation. The second is to argue that each has something to learn from the other, and a fuller understanding can result from their dialog. The two perspectives share a lot of middle ground, and have useful complementarities.
The thoughtful essay is well worth reading in its entirety.
| Lasse Lien |
I strongly think this paper is both timely and useful.
| Peter Klein |
This review provides a critical survey of psychology-and-economics (“behavioral-economics”) research in contract theory. First, I introduce the theories of individual decision making most frequently used in behavioral contract theory, and formally illustrate some of their implications in contracting settings. Second, I provide a more comprehensive (but informal) survey of the psychology-and-economics work on classical contract-theoretic topics: moral hazard, screening, mechanism design, and incomplete contracts. I also summarize research on a new topic spawned by psychology and economics, exploitative contracting, that studies contracts designed primarily to take advantage of agent mistakes.
| Peter Klein |
A couple of recent NBER papers of interest to O&Mers, one from Doug Irwin, another from Luis Garicano and Esteban Rossi-Hansberg:
Adam Smith’s “Tolerable Administration of Justice” and the Wealth of Nations
Douglas A. Irwin
NBER Working Paper No. 20636, October 2014
In the Wealth of Nations, Adam Smith argues that a country’s national income depends on its labor productivity, which in turn hinges on the division of labor. But why are some countries able to take advantage of the division of labor and become rich, while others fail to do so and remain poor? Smith’s answer, in an important but neglected theme of his work, is the security of property rights that enable individuals to “secure the fruits of their own labor” and allow the division of labor to occur. Countries that can establish a “tolerable administration of justice” to secure property rights and allow investment and exchange to take place will see economic progress take place. Smith’s emphasis on a country’s “institutions” in determining its relative income has been supported by recent empirical work on economic development.
Knowledge-based Hierarchies: Using Organizations to Understand the Economy
Luis Garicano, Esteban Rossi-Hansberg
NBER Working Paper No. 20607, October 2014
We argue that incorporating the decision of how to organize the acquisition, use, and communication of knowledge into economic models is essential to understand a wide variety of economic phenomena. We survey the literature that has used knowledge-based hierarchies to study issues like the evolution of wage inequality, the growth and productivity of firms, economic development, the gains from international trade, as well as offshoring and the formation of international production teams, among many others. We also review the nascent empirical literature that has, so far, confirmed the importance of organizational decisions and many of its more salient implications.
Update: See also Irwin’s article in Monday’s WSJ: “The Ultimate Global Antipoverty Program.”
| Peter Klein |
Another book recommendation, also courtesy of EH.Net. The book is Organizations in Time: History, Theory, Methods (Oxford University Press, 2014), edited by Marcelo Bucheli and R. Daniel Wadhwani. (Bucheli is author of an excellent book on the United Fruit Company.) Organizations in Time is about of the use of history in management research and education. Perhaps surprisingly, the field of business history is not usually part of the business school curriculum. In the US at least, business historians are typically affiliated with history or economics departments, not management departments or other parts of the business school. EH.Net reviewer Andrew Smith notes the following:
Until the 1960s, economic history and business history had an important place in business school teaching and research. Many management scholars then decided to emulate research models developed in the hard sciences, which led to history becoming marginal in most business schools. History lost respect among positivistic management academics because historians made few broad theoretical claims, rarely discussed their research methodologies, and did not explicitly identify their independent and dependent variables. Historians in management schools became, effectively, disciplinary guests in their institutions.
The period from 2008 to the present has witnessed a revival of interest in history on the part of consumers of economic knowledge in a variety of academic disciplines, not to mention society as a whole. . . . It is now widely recognized that there needs to be more history in business school research and teaching. However, as Marcelo Bucheli and Dan Wadhwani note in the introductory essay, this apparent consensus obscures a lack of clarity about what a “historic turn” would, in practice, involve (p. 5).
This volume argues that the historic turn cannot simply be about going to the historical record to gather data points for the testing of various social-scientific theories, which is what scholars such as Reinhart and Rogoff do. Rather than being yet another device for allowing the quantitative social sciences to colonize the past, the historic turn should involve the adoption of historical methods by other management school academics. At the very least, people in the field of organization studies should borrow more tools from the historian’s toolkit.
Read the book (or at least the review) to learn more about these tools and approaches, which involve psychology, embeddedness, path dependence, and other concepts familiar to O&M readers.