Does Economics Training Hinder Managers’ Ability?
| Benito Arruñada |
In a new paper with Xosé H. Vázquez we explore the consequences of using different behavioral assumptions in training managers on their future performance. We argue that training with an emphasis on the standard assumptions used in economics (rationality and self-interest) leads future managers to rely excessively on rational and explicit safeguarding, crowding out instinctive contractual heuristics and signaling a “bad” type to potential partners. In contrast, the behavioral assumptions used in management theories, because of their diverse, implicit, and even contradictory nature, do not conflict with the innate set of cooperative tools and may provide a good training ground for such tools.
We present tentative confirmatory evidence by examining how the weight given to behavioral assumptions in the core courses of the top 100 business schools influences the average salaries of their MBA graduates. Controlling for the average quality of their students and some other school characteristics, we find that average salaries are significantly higher at those schools whose core MBA courses contain a higher proportion of management courses as opposed to courses based on economics or technical disciplines. (more…)
McNamara
| Peter Klein |
I haven’t read all the obituaries of Robert S. McNamara, who died early this morning, but the ones I’ve seen focus almost exclusively on his tenure as US Secretary of Defense during the Vietnam War. Few mention how he got to be Secretary — an HBS professorship, WWII experience in procurement as a member of Tex Thornton’s “Whiz Kids,” a stint at Ford Motor Company after the war, and the presidency of Ford just before taking the job as Defense Secretary. The Times notes, in passing, that “Mr. McNamara had risen by his mastery of systems analysis, the business of making sense of large organizations — taking on a big problem, sorting it out, studying every facet, finding simplicity in the complexity.” Um, OK, I guess that’s one way to describe it. In any case, none of the obituaries I’ve seen so far discusses this in any detail, or seems to realize that McNamara’s approach to managing large organizations is controversial among researchers and practitioners.
Here’s a brief comment I made last year on McNamara’s management style.
How Active are Governments in the Morality Business?
| Benito Arruñada |
Brad Taylor doubts in his reaction to my previous post on organizations and markets in morality that:
The moral authority of the Church was anywhere near complete in even the most ardently Catholic societies. The Church claimed a monopoly on morality, and many people went along with it to a greater or lesser degree. This seems pretty close to what government does today. The state doesn’t simply create laws aimed at resolving the inevitable conflicts among people, but attempts to influence public opinion through various types of propaganda – telling people not to smoke or get drunk and dance, for example.
I would not claim that the Church enjoyed a monopoly, only that the production of morality was more organizational — i.e., it took place within organizations (the Church itself was divided in several organizations), was more centralized, and was made by specialized moralist experts (mainly, theologians and priests, but even with some specialization of priests between those who focused on taking care of parishes, preaching, and confessing). In contrast, I am inclined to think that morality is now produced more in the market: it is less centralized and is produced by generalists.
It is true, as Brad says, that governments play an increasing role, especially in many European countries where they (1) control most education, even introducing new mandatory courses on “Good Citizenship”; (2) run their own TV stations, with plenty of scope to manipulate its contents; and (3) are actively running advertising campaigns about everything from global warming to racism or the use of condoms.
However, there are many other powerful sources of morality that are purely market driven: e.g., Hollywood movies and commercial TV series; biologists, pop stars, and former politicians moonlighting as preachers for their favorite causes; reality shows; gossip media; and so on.
Inspirational Weekend Reading
| Nicolai Foss |
I am reading Ben Goldacre’s Bad Science in which Dr. Goldacre explodes the ridiculous claims of medical quacks of all stripes (e.g., homeopathy, the idiocies of the media re the interpretation of research results, hostility towards “mainstream medicine,” etc.). The book is much needed and very, very entertaining.
And it makes me think that management research needs its Goldacre. A few quick ideas:
- Perhaps we need something akin to the Cochrane Collaboration. We can all agree that “evidence-based management” is a good idea. Indeed, it is such a good idea that there should be no need for writing books or blogs about it. We should all embrace and internalize the idea. However, in practice, there is probably much too little effort devoted to meta-analysis and other synthetic efforts in management research.
- There are quacks in management. Some of them write books. Some consult. Shrugging the shoulder is the typical reaction on the part of management academics. Should we treat them more harshly? Should management quacks be identified and fought?
- Perhaps the majority of research articles in management end with a variation over “There is a need for more research.” Articles in medicine used to end similarly. However, as Goldacre notes (p. 57), “… it is a little known fact that this very phrase has been banned from the British Medical Journal for many years, on the grounds that it adds nothing: you may say what research is missing, on whom, how, measuring what, and why you want to do it, but the hand-waving, superficially open-minded call for ‘more research’ is meaningless and unhelpful.” Amen!
The Higher Education Bubble
| Peter Klein |
Will it be the next to burst? Yes, say Joseph Marr Cronin and Howard E. Horton. “Consumers who have questioned whether it is worth spending $1,000 a square foot for a home are now asking whether it is worth spending $1,000 a week to send their kids to college. There is a growing sense among the public that higher education might be overpriced and under-delivering.” Of course it is, which explains the unbridled hostility of the higher-ed establishment toward alternative organizational models. Adds Mark Taylor:
Make no mistake about it, education is big business and, like other big businesses, it is in big trouble. What people outside the education bubble don’t realize and people inside won’t admit is that many colleges and universities are in the same position that major banks and financial institutions are: their assets (endowments down 30-40 percent this year) are plummeting, their liabilities (debts) are growing, most of their costs are fixed and rising, and their income (return on investments, support from government and private donations, etc.) is falling.
These commentators do not, however, speculate on root causes. There’s no doubt the traditional model for producing higher education is grossly inefficient and that there’s been tremendous overinvestment in facilities and staff (malinvestment, in Austrian lingo) over many decades. But why, and why now? One hypothesis is that the democratization of higher education that began in the 1960s not only increased enrolments, but created a wedge between expectations of faculty (we’re here to create and disseminate knowledge and to challenge, engage, and enlighten our students — in the humanities, to teach them political slogans) and those of students (we’re here to party, find mates, and prepare for the job market). Another possibility is that political correctness has distorted the curriculum, creating large and well-funded departments in ethnic studies and postmodern literature with high overhead and few students, leaving insufficient resources for, and interest in, traditional subjects like math and history. What are some other hypotheses? (Thanks to Dennis Lubahn for the pointers.)
Scott Shane Blogging at the NYT
| Peter Klein |
Scott joins the “You’re the Boss” blogging team (via Dane Stangler).
The Professional Strategy of the Early Austrian Economists
| Peter Klein |
O&M, like other niche academic blogs, deals occasionally with the history and sociology of this or that school of economic or management thought. We think often about professional strategy — how to promote our ideas, how to secure financial and institutional support, how to recruit students and fellow-travelers (“groupies,” according to Nicolai), what competing and complementary movements and schools of thought (not to mention rival blogs) are up to, and so on.
Given our close association with the Austrian school, you might be surprised to learn that the founding Austrians were not at all “strategic” in this sense. They held strongly to the view that truth wins out in the long run, so there is no need to build formal institutions or establish a “movement.” This comes out in a passage from Mises’s recently released Memoirs (a new translation of his earlier Notes and Recollections):
It is necessary to correct the misunderstandings that can be called forth by using the expression “Austrian School.” Neither Menger nor Böhm-Bawerk wanted to found a school in the sense customarily used in university circles. They never attempted to turn young students into blind disciples, nor did they, in turn, provide these same students with professorships. They knew that through books and an academic course of instruction they could promote an understanding suited to dealing with economic problems, thus rendering an important service to society. They understood, however, that they could not rear economists. As pioneers and creative thinkers, they recognized that one cannot arrange for scientific progress, nor breed innovation according to plan. They never attempted to propagandize their theories. Truth would prevail of its own accord when man possessed the faculties necessary to perceive it. Using impertinent means to cause people to pay lip service to a teaching was of no use if they lacked the ability to grasp its substance and significance. (more…)
Does Macroeconomic Theory Influence Macroeconomic Policy?
| Peter Klein |
Not really, according to John Wood’s History of Macroeconomic Policy in the United States (Routledge, 2008). As David Wheelock notes in his EH.Net review:
Wood argues that U.S. fiscal and monetary policy have been remarkably consistent over the decades and largely uninfluenced by macroeconomic theory. Economists have rationalized more than influenced policy, Wood contends, and the direction of influence between economic theory and practice is primarily from the latter to the former.
This is of course the classic explanation for the spread of Keynesianism after 1936: rather than proposing a new approach to macroeconomic policy, the General Theory simply rationalized the massive deficit-spending and easy-money policies already in place (and long desired by disreputable economists such as Foster and Catchings).
Organizations or Markets in Morality?
| Benito Arruñada |
Moral codes can be produced and enforced through markets or through organizations. In particular, Catholic theology can be interpreted as a paradigm of the organizational production of morality. In contrast, the dominant moral codes are now produced in something resembling more a market.
The organizational character of Catholicism comes from its centralized production and enforcement of the moral code by theologians and priests and the mediation role played by the Church between God and believers. The epitome of both features is the old institution of confession of sins, a cultural universal that reaches full sophistication — for good and for bad — within Catholicism. My forthcoming JSSR paper argues that confession was a strikingly organizational solution to the production and enforcement of morality, something that Western societies now do mostly through markets. (more…)
Pioneers of Law and Economics
| Peter Klein |
Profiles of the leading scholars in contemporary law and economics, now out from Edward Elgar. Congratulations to Josh Wright and Lloyd Cohen for putting this together. Table of contents below the fold. (more…)
Gloves Are Definitively Off Now
| Lasse Lien |
Here is a pretty remarkable story about four elderly German pensioners who kidnapped and tortured their financial adviser.
Who should we feel sorry for, that’s what I want to know.
Journalists Duped Again
| Peter Klein |
From Walter Duranty to Judith Miller to recent reporting on the financial crisis (1, 2), the mainstream press continues to do what it has always done: print what it wants to be true, rather than investigate what’s actually going on. I got a chuckle out of the latest example: a French magazine that gave its student photojournalism award to a series of dramatic pictures of French youth living in poverty, only to learn the pictures were fakes. Oops! Not quite in the same class as the Sokal affair, but in the same spirit. (HT: Mario Rizzo.)
Why “Doing Business” Leads to Bad Policy
| Benito Arruñada |
In a post at the PSD blog, David Kaplan sees little difference between the “Doing Business” position and my own. He writes:
Part of Professor Arruñada’s argument is that the Doing Business indicators do not capture all the relevant components of the business environment. The writers of the Doing Business 2009 report agree. . . .
I believe that the debate is not mainly about what Doing Business measures. Really, the debate is about how these measures are used in shaping public policy. Critics of Doing Business are concerned that countries will ignore the above warnings and only reform in areas that are measured in Doing Business.
I doubt that one can separate what DB measures and how it does it from how DB measures are used in the field. My main complaint, however, is different, namely that the DB method has often led to bad policy. (more…)
Slides from Foss-Klein PhD Course
| Peter Klein |
Slides from the PhD course, “The Theory of the Firm and Its Applications in Management Research I,” are now available on the course webpage (scroll down to the bottom).
PS: Did you notice the course title ends with “I,” implying there will be a II and maybe a III? Gotta love that precommitment device. It’s as if Stallone had named his first film “Rocky I.”
Doug North Line of the Day
| Peter Klein |
From Bob Margo’s EH.Net review of North, Wallis, and Weingast’s Violence and Social Orders: A Conceptual Framework for Interpreting Recorded Human History:
In my book people are iconic if I can summarize their life’s work in ten words or less. North takes two: “Institutions matter.”
He adds: “The opposite perspective — viewed in isolation most institutions don’t matter much, being Harberger triangles and small ones at that — has its fans in modern economics. But North has convinced the majority of economic historians, a goodly share of world’s development wonks, and the Nobel Prize Committee that he’s right.”
Update: Art Carden beat me to this.
Austrian Theory of the Firm Bleg
| Peter Klein |
This post is for devotees and fellow-travelers of the Austrian school. As some of you know I maintain an online bibliography of articles and books dealing with applications of Austrian economics to the theory of the firm (and strategic management more generally). Happily, this literature has grown dramatically in the last few years. Sadly, I have not had time to update the bibliography on a consistent basis. So, please send me your suggested additions and corrections (ideally with URLs). Self-nominations are welcome!
Sid Winter on Methodology
| Peter Klein |
Overheard at last week’s DRUID conference, in Sid Winter’s discussion of three papers on technology strategy:
“Our near-exclusive focus on statistical significance has distracted us from the main task of scientific explanation: the determination of cause and effect.”
Three cheers to Sid for standing with Menger over Walras!
Copenhagen Fun
| Peter Klein |
A selection of Kleins and Fosses at Gammel Torv in central Copenhagen (another Foss is in the background, hiding behind a lamppost, and the head of Clan Klein is behind the camera). No real reason to post this except to prove that Nicolai and I both smile occasionally. Note to colleagues at home: This is a business trip, I promise.
Capitalism’s Challenges: Cycles of Expropriation
| Benito Arruñada |
Following up my previous entry on cycles of statism, I ask next: How important are cycles of expropriation? Consider, for example, how Bolivia has nationalized foreign oil firms every 34 years. In the most recent round, the nationalizing decree read:
Consider that Bolivia was the first country on the Continent to nationalize ts hydrocarbons, in 1937 with Standard Oil Co, a heroic measure, and done again in 1969 with Gulf Oil, leading the present generation to carry on the third and definitive nationalization. (Supreme Decree 28701, Evo Morales, President, May 2006).
In an experiment with Marco Casari we find similar patterns under more “democratic” circumstances. You may download the paper here.
Rajshree Agarwal on the US Government’s Response to the Financial Crisis
| Peter Klein |
Nice interview with Rajshree Agarwal on the US government’s response to the financial crisis. “Has It Helped?” Rajshree’s answer in brief: No.
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