The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

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Research methods in the social sciences

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

A. L. Kroeber and Clyde Kluckhohn, "culture: A critical review of concepts and definitions"

Governance strategies, such as integration or control, structure and regulate the conduct of parties in exchange relationships; as such, they serve to constrain the latitude of the decision making of channel partners Similarly, collaborative communication can be used to create an atmosphere of mutual support, thereby creating volitional compliance between partners The authors develop a model that addresses the interrelationships of governance and communication and examine the effects of collaborative communication on channel outcomes (the dealer's perceptions of commitment to, satisfaction with, and coordination of activities with a focal manufacturer) across various levels of integration and control Based on survey data collected from a national sample of computer dealers, the findings indicate that when levels of integration or manufacturer control are high, the effect of collaborative communication on outcomes is weaker than when integration or control is low

Collaborative Communication in Interfirm Relationships: Moderating Effects of Integration and Control

Development of tourism destinations: An Integrated Multilevel Perspective

The strategic alliance literature demonstrates that alliances create value for the partners, but also that many alliances fall short of expectations This study addresses the complex issue of alliance performance We follow 100 contractual alliances over a 5-year period, and study their performance in terms of abrupt termination, short-term performance, and long-term performance The results indicate that alliances that are considered strategically important are less likely to be abruptly terminated We also find that newly established alliances have a higher termination rate than older alliances Short-term performance is primarily affected by access to complementary and strategically important resources, whereas long-term performance is related to specific investments in human capital combined with the partners' ability to develop and expand alliance activities over time Copyright © 2007 John Wiley & Sons, Ltd

Predicting and measuring alliance performance: a multidimensional analysis

Market orientation and performance in the service industry: A data envelopment analysis ☆

http://www.oda.as/pdf/Governance%20of%20complex%20procurements%20in%20the%20oil%20and%20gas%20industry.pdf

Sven A. Haugland

Papers

Development of tourism destinations: An Integrated Multilevel Perspective

Predicting and measuring alliance performance: a multidimensional analysis

Market orientation and performance in the service industry: A data envelopment analysis ☆

Governance of complex procurements in the oil and gas industry

The evolution of governance mechanisms and negotiation strategies in fixed-duration interfirm relationships