Coase explains the firm cooperation managed by organization as the transaction costs of using price mechanism is sometimes high. Williamson argues that these high transaction costs are due to high specificity when large assets or skill investment involve, which origin from incomplete contracts and lead to opportunism. Hart sees firm as assets and also start with the incompleteness of contracts which he think will make residual rights of control unclear and thus damage incentives.
To Coase, the transaction costs are mainly re-contracting costs. To Williamson, the costs are mainly the costs that might loss in future bargain, or say the risk from opportunism. To Hart, the costs are similar to Williamson’s costs as a result of incomplete contracts, but work as an incentive function rather than a hierarchy function. (that’s why in Williamson’s theory the firm has the weakest incentive effect)
However, just like some criticisms said, transaction costs are so elastic that can incorporate any costs when forming a transaction. The ones easily to be mentioned are searching for transaction participants, setting a suitable price, forecasting the prospect that related transaction, communication, bargain, and contracting costs, monitoring and enforcing costs, etc.. Lots of them are not mentioned or stressed by the theories above.
Here, I’d like to argue that a large part that have been largely overlooked is the searching cost that involve in any information searching and decision making of utility maximization and cost minimization. The information searching and decision making are not costless, and there is a tradeoff between efficient result and the transaction cost of finding the most efficient results. Within firm, having bounded needs to searching information and making decision (might be a little similar to bounded rationality) that would be demanded in market with price mechanism, employees accept the direction from entrepreneurs who instead do above works, and thus save the related transaction costs and can focus on efficient operation. In the case of intermediate product market, when one side find it costly to search the all possibility that the other will bring for the future transaction, it choose integration to make transaction under management with less costs.
(I’d like to admit that in the intermediate product market, asset specificity theory or residual control theory also makes sense that incomplete contract and private information makes it unavailable for one side to know everything about the other side and future, which creates a risk. However, as Coase and Willamson later observed, this risk can be overcome by long-term contract and informal relationship.)
My simple idea has been artfully illustrated by economists who work on informational economics like Stigler or Demsetz. This post will thus gather and read most cited papers about firm and information costs.
– The economics of information GJ Stigler – Journal of political economy, 1961
– Production, information costs, and economic organization AA Alchian, H Demsetz – The American economic review, 1972
– On the impossibility of informationally efficient markets SJ Grossman, JE Stiglitz – The American economic review, 1980
– The theory of the firm revisited H Demsetz – Journal of Law, Economics, & Organization, 1988
– The impact of information technology on the organization of economic activity: The “move to the middle” hypothesis EK Clemons, SP Reddi, MC Row – … of management information …, 1993
– Technology, Information, and the Decentralization of the Firm D Acemoglu, P Aghion, C Lelarge… – … Quarterly Journal of …, 2007
– The Revolution of Information Economics: The Past and the Future Joseph E. Stiglitz
NBER Working Paper, 2017
Might be relevant
The theory of the firm revisited H Demsetz – Journal of Law, Economics, & Organization, 1988
Marshall’s representative firm + Walras’s auctioneer + the preoccupation of price system, undermines serious consideration of the firm as a problem solving institution
→ Knight (1921) + Coase (1937): markets do not operate costlessly / Williamson: shirking and opportunism
→ more complete theory must give greater weight to information cost, as an important component of transaction costs >> more fundamental than Knight’s risk sharing + agency theories’ private information
1. perfect decentralization
intellectual origins in 18th debate between mercantilists and free traders → not about competition per se, and certainly not about the organization of the firm / “Smithian” and dissenting views led to a closer examination of the conditions necessary for the price system to function in a manner: formalized in the perfect competition model = complete abstraction from centralized control of the economy
=>>such model not competition but extreme/perfect decentralization: actors maximize utility or wealth in complete disregard of the decisions of others or, indeed, of even the existence of others = if such impersonal maximizing behavior is competition, it is a very restricted variety ← As Knight points out, doing better than others is not involved
=> authority, or command, plays no role in coordinating resources ← all parameters (tastes + technologies + prices) are beyond the control of any of the model’s actors or institutions =>> a powerful tool for understanding how prices guide decisions in a decentralized economy + assessing the impact of exogenous changes in the parameters (taken as given by the model)
=>> contributes little to our understanding of the workings of a command economy or of political processes around authority = not the behavior of political parties + not legal institutions that prevent fraud (costless property rights system that function price system) → study the allocation in the absence of authority
*** =>> the model sets the maximizing tasks of the firm in a context in which decisions are made with full and free knowledge of production possibilities and prices → The real tasks of management, to explore uncertain possibilities (=to devise or discover markets, products, and production techniques), and to control resources consciously whose owners have a penchant for pursuing their own interests (=actively to manage the actions of employees), have no place in the perfect decentralization model because it assumes that all products, markets, production techniques, and prices are fully known at zero cost.
=>> The only management task that seems to remain in traditional price theory, is the selection of profit maximizing quantities of outputs and inputs ← but the model strips tasks of requiring information + requiring calculations = cost of maximizing is ignored or implicitly assumed to be zero //de facto, the resources that might be required to make maximizing decisions are treated as if they are not scarce
=>> the sole exception to this generalization → the rationale sometimes adopted to justify U-shaped average cost curves-diminishing returns to “entrepreneurial capacity” ← this capacity cannot be increased in proportion to increases in other inputs → inconsistent with the model’s assumptions → ad-hoc/exogenous → assuming free and full info about tech and price → difficult to rationalize why size of the firm should affect the owner/entrepreneur’s decision making capacities
** absence of substantive managed coordination in the perfect decentralization model
→ its source of strength in understanding of the price system in extreme decentralization
→ its source of weakness in analyzing managed coordination
==>> recognizing that management is a scarce resource employed in a world in which knowledge is incomplete and costly to obtain!! = Knight (firm as an institution for efficient risk-sharing is based on risk aversion and costly knowledge) + Coase (costly managing and exchanging, which certainly contain important components of information cost) + theories based on monitoring cost
2. The transaction costs theory of the firm: some problems
a) transaction cost | management cost to refer to the costs of organizing resources, respectively, across markets | within firms = Coase
b) recent sometimes use transaction cost to refer indiscriminately to organizational costs whether these arise from within the firm or across the market
→ c) “governance costs of internal organization exceed those of market organization” = Willamson is forced to use
# (firm lower transaction costs that exist in market transaction but not eliminate all, thus there should still have some transaction costs left, which indicates any organization should, at least to some extent, be a hybrid structure of market and hierarchy. It make senses if we think of the opportunity costs and negotiating costs that one would always take account when deciding to stay or leave the organization. → In brief, if we define the transaction cost as the costs across market, firm should embrace some of such transactions along with some specific costs that only exist inside organization )
# the following argument is somehow misleading because tc can never be zero given the information costs → you just cannot imagine a market with all the individuals knowing about everything → definitely not like a world of perfect market that economists conventionally imagine
comparison of transaction and management costs has become the focusing conceptualization of the transaction cost theory / Difficulties with it have gone unrecognized:
 Purchasing inputs (substituted for purchasing nearly complete goods) → hence, in-house production does not constitute a clear elimination of transaction cost // purchasing goods from another firm, rather than producing these in-house, involves an implicit purchase of the management services undertaken by the other firm → so management cost is not eliminated by purchasing more nearly complete goods across markets
=>> not comparing costs but whether the sum of management and transaction cost incurred through in-house production is more or less than the sum of management and transaction cost incurred through purchase across markets (either option entails expenditures on both cost categories)
 tc=0, mc>0 => no firm = each individual acts as a firm, selling output of his efforts to others => management cost are not eliminated → incurred by each one as he plans and executes production activity (as long as management not limited to multiperson)
all production is individualized if transaction cost is zero] ← Whether individuals act independently, or cooperate through a multi-person firm, depends on the extent of scale economies to management: multiperson firms are fully consistent with 0 tc if scale economies to management => tc=0 only informs cooperating efforts will be organized with greater reliance on explicit negotiations === “employment contract” ////// the substance of the firm is reflected in the style of cooperative behavior that obtain
(## imagine a firm with not hierarchy but only price mechanism working )
[1.1] tc=0, mc>0 => purchase the good = purchase a firm
(purchase a firm → purchase inputs required → in-house production → mc>0, tc=0 → should purchase the good ← but cost of management also evolved in the market price)
=>> the decision rests on whether management subject to economies of scale?
=>> in a more realistic context in which tc/mc/pc >0 => assessing whether merger or independent production yields the lowest unit cost, taking all these costs into account, over the relevant range of output
[1.2] not only tc,mc → pc also matters on which coordination is vertically decentralized:
producing is expensive → A firm purchases an input ← reflects the production cost of sellers + costs of transacting and transporting < the cost of making the input in-house
=>> make-or-buy != [tc <> mc] → but + pc comparison (internal cost of production from potential purchaser and supplier) =>> a comparison of all the gains and losses that attach to external procurement relative to in-house production
=>>> tc↑ →
[managed coordination] substitute [market coordination] (tc theory) → but [managed coordination within fewer, larger firms] substitute [managed coordination in more numerous, smaller firms] === [Managed transfer of inputs inside a now larger firm] substitute [managed buying and selling] // One type of management substitutes for another
[1.3] 1+2+3 => new terminology(governance or transaction refer to all costs, whether within the firm or across market) → transaction cost taking account of all costs of organizing → confusing: firms are used when they are cheaper, not used when markets are cheaper? (→ it deprives transaction cost theory of any predictive content)
[1.4] Williamson → institutions of capitalism lies in tc → but only predictive content: asset specificity as higher cost of using market governance of activities ← but the linkage is weak
[1.5] the problem of tc is [implicitly assuming that all firms can produce goods or services equally well] (implicitly: “other” firm = “market” = a perfect substitute in production for a firm) =>> since firms generally will not be perfect substitutes in the production of goods given information cost is positive → it might be in the interest of a firm to produce its own inputs even if tc=0 & mc>0, given the production cost of other firms might simply be so high as to make superior to buy /// firm might purchase its inputs even though mc=0, if pc incurred by other firms is sufficiently low
<= a hidden presumption that still guided by perfect decentralization model: information remains full and free for production purposes
(tc, mc → info costly for transaction & management → only compares transaction and in-house management costs(more correctly, the sum of these costs in each alternative offered by the make-or-buy choice))
=>> ignores productivity differences between firms and discourages a search for such differences: (Merged firms may be unable to duplicate the sum of what independently standing firms can accomplish for a variety of reasons)
=>> Each firm is a bundle of commitments to [technology, personnel, and methods], all contained and constrained by an insulating layer of information that is specific to the firm, and this bundle cannot be altered or imitated easily or quickly
(tc are not exclusively all bundles)
(The brief general critique of tc theory above → neglect of other determinants of economic organization outside tc/mc, like pc)
##### the problem is that tc and mc are defined by the place where costs occur not by the function they serve. What Demsetz argue is that there could be mc in market and tc in organization, where the production costs have been neglected but existed in both cases.
 further problem → a clear distinction among transaction, management, and production costs, → the relevance:
a) a tax on transactions → certainly transaction costs in market
b) a person phones another and directs him to purchase specific assets by a certain time if less than a stipulated price → might be from an owner/manager to employee in the purchasing department or from a customer/investor to brokerage house
=> sometimes hard to know whether we are dealing with a transaction or management cost until we already know whether we are discussing a firm or a market
→ thus hard to predict how changed circumstances affect economic organization
=>> inherent difficulty → same organizing activities often both exchange and management (I have mentioned above)
[2.1] and still we know little about the forces → might influence these costs:
Does an increase in the size of the market decrease transaction cost relative to management cost? Does dealing in services rather than products? Does dealing across national boundaries?
[2.2/1.4] one such force: asset specificity → raises the prospect for opportunism → thus presumed to raise tc
<= the change in the cost of contracting given asset specificity → unlikely to be very great → Asset specificity problems may be almost as easy to resolve through contract as through vertical integration (preferred by Klein, Crawford, &Alchian, Riordan&Williamson)
=>> thus not a predictably significant variation that motivates VI → but the presumption: losses are greater if an agreement fails when asset specificity is involved than not =>> increase loss attendant on failure of agreement (not tc increase)
(tc may be unaffected by the presence or absence of asset specificity)
[2.3] Coase: costly transactions → greater reliance on longer-term contracts (employment relationship) ← part of the motivation: avoidance of costly transacting
(since employees can quit at any instant, or be fired, we have a long-term arrangement only because it is in the interest of both parties to continue in association)
=> may ignore other important reasons → achieve a long-term contract even if tc=0
(firm that is characterized in terms of employment contracts would be achieved through costless repeated market negotiations)
=>> tc would then determine only how the firm is achieved, not whether it exists
(the behavior that characterizes the firm)
## firm v.s. market → contract in firm v.s. contract in market → different function not different cost???
(why some constructing industry hire people everyday? → focus on the hire contract difference)
3. Moral hazard, shirking, and opportunism
diverge from tc (→”Why do firms exist?” or “Why is there vertical integration?”): problem of achieving incentive alignment (from the alleged separation between ownership and control) : moral hazard analysis, shirking, and opportunism-the problems of incentive compatibility → explain the internal organization of the firm
(a board tc is involved in these problems by presupposing a positive cost of negotiation, but role like gravity in chemical reactions)
differences in shirking opportunities/monitoring needs that result → organization of the firm:
 a presumed correlation between asset specificity and the loss to be expected from contract failure, and not on variations in transaction cost
 organizations selected and the incentive systems brought to moderate incentive incompatibilities are analyzed through variations in the nature of the monitoring problem that is faced, not through variations in the cost of transacting
=>> incentive incompatibilities offer an alternative to tc analysis in the developing theory of the firm
Shortcomings of shirking opportunism alternatives:
 Alchian&Demsetz view shirking as an activity to which firm-like organization particularly susceptible ← revenues of the firm must be shared by the various owners of inputs used by the firm without the full guidance or protection (normally offered by intervening competitive market if buy not make)
=> more productive under particular conditions if it survives in the face of the greater shirking costs it must bear → however fail to discuss the sources of this special productivity → provides no rationale for the firm’s existence
 post-contractual opportunistic behavior (Klein, etl., Williamson)
→ firm-like production, through vertical integration, reduces the severity of opportunism in the presence of asset specificity -> market contracting as bearing the special costs of opportunism but offer “high-powered” incentives not provided by the firm
<<= if market offer keener incentives, firms are subject to more shirking
([firm organization is preferred when it is superior] explain nothing)
<<<== Alchian&Demsetz: firm-like organization raises the cost of dealing with free-riding while lowering the cost of dealing with guile
(survivability of firm-like organization in the absence of asset specificity /Coase: opportunism associated with asset specificity may be easier to resolve through contract stipulation)
 asset specificity = commitments between owners and management in order to solicit many years of devoted service / human capital specificity arises from long term tenure
← not opportunism break these commitments but exigencies of changing economic conditions (they seek to keep them, both for reasons of personal honor and for reasons of continuing to solicit devoted duty from other employees) => merges or takeovers → facilitate opportunism toward those who have invested in human capital
(transaction and monitoring approaches confined too much: firms would exist in a world in which transaction and monitoring costs are zero => an alternative approach, one based on aspects of information cost)
4. Firm-like organization
The firm properly viewed is a “nexus” of contracts:
← no clear notion of firm-like contractual arrangements ← difficulty of distinguishing between coordination achieved “across markets” and “within firms”
=> 3 aspects of firm-like contractual arrangements: (substitute for self-sufficiency and spot market)
 an agreement to specialize/specialization: produce mainly for persons outside
(maintain compatibility with firm in the theory of price)
 expected length of time of association between the same input owners: firm viewed as team production exhibits significant continuing reassociation between same parties
 degree of conscious direction that is used to guide the uses to sources as input (the spirit of managed coordination)
(interest centers mainly on the cooperative efforts, but the one-person firm is not ruled out by these characteristics ← Because of conflicts arisen between the capabilities and tastes of a person today and the “same” person tomorrow, a person sometimes finds it desirable to restrict his activities by entering into binding precommitments that control his future behavior (Thaler and Shefrin) =>agency problem resides within each of us as well as in interactions between us)
### (Demsetz held such an idea quite recently: Coase (1937) defines the firm in terms of the employment relation. A one-person operation, in this definition, is not a firm … Demesetz thinks independent contractors are firms, and hence it makes little sense to speak of “firm” and “market” as alternatives / For Knight, Williamson, Hart, in contrast, the firm is defined not by the employment relationship, but by the ownership of alienable assets )
These frequently found characteristics of firm-like organization → they are productive in many circumstances
<= productivity derives in part from transaction and monitoring cost considerations, but it also depends on other conditions, particularly important the acquisition and use of knowledge
5. Knowledge and the organization of specialization
Smith: specialization is productive, gains achieved through division of labor:
 dexterity realized by each workman;  time saved by avoiding switching tasks;  easy conceive of innovating improvement in a single task
← as take place within different departments of a firm, but they could also take place across different firm (Stigler (1951) the impact of market size on vertical integration)
=>> how the activities of cooperating specialists are organized == the way in which specialization is achieved (can not left to the invisible hand of natural liberty)
Information (Stigler, 1961): connections to moral hazards and transactions
Economic organization, including the firm, must reflect the fact that knowledge is costly to produce, maintain, and use → economies to be achieved through specialization
=> firm in different industries and even firms in the same industry differ somewhat in the knowledge and equipment upon which they rely
Cooperation of knowledge:
the use of knowledge requires that a specialist somehow rely on the knowledge of other specialists => everyone had become a jack-of-all-trades ← cannot be done only by learning what others know or only by purchasing information in the form of facts
=>> difference between the economics of acquiring and using knowledge → profound implications for social organization:
 specialized knowledge → much communication must consist in the giving of directions about product use or work activity (direction substitutes for education/an important dimension of managed coordination)→ Direction may be purchased through short- or long-run commitments, depending partly on tc
 the more specialized/complicated the knowledge that is required, the greater the reliance that must be placed on the direction of some by others → the division of this direction between the direction of employees and the direction of buyers of the good is relevant to the issue of vertical integration
=> produce and sell goods that require less information to use than is required to produce them → buy is cheaper than make because the instructions needed to use them do not require in-depth knowledge about how they are produced (+ transport considerations)
=>> the vertical depth of the firm may be considered from the perspective of the need for conserving on information costs:
“products” could continue to be processed into downstream derivatives that are even easier to use = buy everything ← this process of further product refinement is halted when the next version of the product will be put to many multiple uses downstream that rely on different bodies of knowledge
=>> (others also matter) the vertical boundaries of a firm are determined by the economics of conservation of expenditures on knowledge:
A single firm require greater costs of information acquisition and maintenance when continue developing product lines = avoided cost from additional simplification of each product line for potential downstream users
→ further work on derivative products is likely to become the task of other firms == boundary degree of vertical integration
(e.g. The town baker may find it expedient to master knowledge of kitchen chemistry, recipes, and cash accounting himself, and to purchase only products from others = bring a product to the boundary / but the capacity of an individual to acquire and use knowledge is too limited to allow this boundary to be reached without requiring the services of several people each of whom is occupied in a different vertical stage of production)
Information cost works here like Economies of scale:
giving of directions to others may be subject to scale economies of a limited sort → efficient utilization of the services of a “direction giver”
how these services are secured = continuity of association:
not practical to purchase the knowledge itself → a growing reliance on additional knowledge requires securing the services of additional persons
→ through short-term transitory purchases or through long-term (tc influences but)
← productivity benefits derivable from different arrangements, particularly important when knowledge-based benefits:
 accumulating firm-specific and person-specific information (see the large literature on specificity of human capital)
 knowledge about the objectives and organization of the firm is learned “cheaply” through continuing association, and so is knowledge about the capabilities and limitations of persons within (favorable in stable, regulated environment)
 continuing association, however, implies commitment, which has the disadvantage of inflexibility (favorable in changing, deregulated environment)
=>> benefits to be derived from continuing association = the cost of inflexibility → determining the best manner to acquire the talents and services of many persons
(while long-term employment relies on the direction of employees in a changing pattern of tasks, great variability in such tasks makes any one employee less suitable than a series of employees each better suited to the immediate requirements of the job)
Production, information costs, and economic organization AA Alchian, H Demsetz – The American economic review, 1972
resources owned and allocated by organizations as firms, households, and markets
=> resource owners increase productivity through cooperative specialization → economic organizations facilitate cooperation
=> 2 important problems:  which one is beneficial →  explain the structure of the organization
firm: power to settle issues by fiat, by authority, or by disciplinary action
= ordinary market contracting ? (employer can fire or sue, customer also):
power to manage, direct and assign workers to various tasks → the employer continually is involved in renegotiation of contracts on terms that must be acceptable to both = consumer’s power to manage and assign his grocer to various tasks of obtaining whatever the customer can induce the grocer to provide at a price acceptable to both parties
[Telling an employee to type this letter rather than to file that document is like my telling a grocer to sell me this brand of tuna rather than that brand of bread. I have no contract to continue to purchase from the grocer and neither the employer nor the employee is bound by any contractual obligations to continue their relationship]
=> Long-term contracts between employer and employee are not the essence of the organization we call a firm.
##### this is certainly not true. You can only buy whatever the grocer would like to sell, while your boss can always tell you to do something you don’t like. Of course you have the choice to appeal or quit, just like you turn off to look for another grocer. But doing the former is obviously not as easily as doing the latter. The key is the bargain power raising from different transaction costs and risk taking. It takes marginally more for you to find the next job and to suffer the risk of losing income and safety than your boss to find the next workers and to suffer the lost from firing you. Another way (Knight) to see this problem is that in market, individuals with most fitted interests/objectives are combined to the transaction given under the constrains of various transaction costs, while in firm, the interests/objectives themselves of different individuals are combined into a general one. The one in the hierarchy who manage, direct and assign are the one who share the interests/objectives to others and give permission of future benefits from submission. The manager saves transaction costs and get other advantages from sharing interests/objectives to the same worker comparing to find the one fitted every time he changes idea. (this explains why we can’t use a long-term contract to substitute for firm hierarchy)
=>> It is in a team use of inputs and a centralized position of some party in the contractual arrangements of all other inputs. It is the centralized contractual agent in a team productive process
not some superior authoritarian directive or disciplinary power.
=>>> exactly what is a team process + why does it induce the contractual form – the firm?
### this argument of team use/centralized arrangements of inputs are somehow similar to residual control theory
I. The Metering Problem
input owners → [economic organization] → cooperate by better using of their comparative advantages ← incentives ← facilitates the payment of rewards in accord with productivity ← [economic organization]
( a contract can do the exactly same thing → but the metering problems)
Metering problems: ← sometimes resolved well through the exchange of products across competitive markets → in many situation a high correlation between rewards and productivity → meters the output directly: marginal product = reward → the success of this decentralized, market exchange in promoting productive specialization
# as I said, market works that individual with fitted interest/objective are combined to transacting. The classical analysis see this as a magic or invisible hand, which neglect the information/searching cost beneath this intended combination.
existence of an organization (market/firm) →to allocates rewards to resources in accord with their (marginal) productivity ← but productivity not always automatically creates reward
specific system of rewarding → stimulates a particular productivity response:
[-] If the economic organization meters poorly → rewards and productivity only loosely correlated → productivity will be smaller
[+] if the economic organization meters well → productivity will be greater
# firm as an incentive/rewarding/ensuring-rewards function
II. Team Production
when team production=cooperative productive activity, it’s difficult/impossible to directly and separably (i.e., cheaply) measure each person’s marginal productivity/contribution, when solely inseparable total output is observed ← f x1 x2 (Z) <> 0 // f(x1, x2) > f(x1) + f(x2) + c (costs of organizing and disciplining team member)
1) several types of resources are used
2) the product is not a sum of separable outputs of each cooperating resource / an additional factor: team organization problem
3) not all resources used in team production belong to one person
→ costs of metering marginal products of the team’s members => types of organization, contracts, and informational and payment procedures used among owners of teamed inputs:
/ how can the members of a team be rewarded and induced to work efficiently?
(organization among different people, not of the physical goods or services, though always combined / # one-owner case can be seen as cooperation with himself)
 observing behavior of individual inputs:
[-] If detecting such behavior were costless → no incentive to shirk as can’t shirk
(# incentive to shirk may left as the benefits from free rider )
[+] But costs must be incurred to monitor each other → if as a part of a team + cannot be monitored → mush have more incentive to shirk than individual
for team: MR (team production) – MC (costs of metering + disciplining the team) > 0 => team production > a multitude of bilateral exchange of separable individual outputs (pc is the same)
for each individual: [## MR (realized reward, t) >= MC (t) + MR (t’:leisure) – C(p=t’) ]
adjust rate of work and realized reward → MRS (leisure, production of real output) = MRS in consumption // bring demand prices of leisure and output = their true costs
[+] with detection, policing, monitoring, measuring or metering costs → induced to take more leisure ← [the effect of relaxing on his realized/reward rate of substitution between output and leisure] < [the effect on the true rate of substitution] // realized cost of leisure << the true cost of leisure → “buys” more leisure.
[+] If detecting relaxation need costs → part of its effects will be borne by others in the team == his realized cost of relaxation less than the true total cost to the team
difficulty of detecting → private costs of his actions to be less than their full costs
each person responds to his private realizable rate of substitution (in production) rather than the true total (i.e., social) rate + costs for other people to detect => it will not pay (them) to force him to readjust completely by making him realize the true cost.
// efforts: MR (detection) = MC (detection) => a lower rate of productive effort and more shirking than in a costless monitoring world
=>> some degree of “privileges, perquisites, or fringe benefits” is allowed → the total of the pecuniary wages is lower because of this irreducible (at acceptable costs) degree of amenity-seizing activity /// Pay is lower in pecuniary terms and higher in leisure, conveniences, and ease of work /// cost acts like a tax on work rewards
it can be improved:
more costless and effective detection → more preferred position as incentive → more effectively producing team (reward-realized rate = true production possibility real rate /// no shirking /// a higher pecuniary pay and less leisure)
[1.1] market competition, in principle, could monitor some team production
(It already organizes teams ??? )
input owners outside team members can observe output and speculate capabilities and then replace excessively/overpaid shirking members with a smaller rewards → Market competition among potential team members would determine team membership and individual rewards:
=> a decentralized organizational control to work evolve in apparent spontaneity in the market + without any central organizing agent, team leader, manager, organizer, owner, or employer.
But completely effective control cannot be expected from individualized market competition:
 new challengers for team membership must know the shirking to compare and speculate increase of net output by replacing
→ probably possible for existing fellow team members to recognize the shirking ← costly for team production
 still presence of detection costs: a new input owner who accept smaller rewards/more producing → incentive to shirk would still be at least as great as the incentives of the inputs replaced ← still bears less than the entire reduction in team output for responsible part
III. The Classical Firm
reducing shirking ← someone to specialize as a monitor to check the input performance of team members → But who will monitor the monitor? ← a) the aforesaid market competition offered by other monitors is not perfectly effective → b) (owners of cooperating inputs) give him title to the net earnings of the team/residual product above prescribed amounts/marginal value products of the other inputs, net of payments to other inputs
=> Specialization in monitoring + reliance on a residual claimant status → reduce shirking;
additional links are needed to forge the firm of classical eco- nomic theory. How will the residual claimant monitor the other inputs?
term monitor: measuring output performance + apportioning rewards + observing the input behavior of inputs as means of detecting + estimating their marginal productivity + giving assignments or instructions in what to do and how to do it + authority to terminate or revise contracts
Perhaps the contrast between a football coach and team cap- tain is helpful. The coach selects strategies and tactics and sends in instructions about what plays to utilize. The captain is essentially an observer and reporter of the performance at close hand of the mem- bers. The latter is an inspector-steward and the former a supervisor manager. For the present all these activities are in- cluded in the rubric “monitoring.” All these tasks are, in principle, negotiable across markets, but we are presuming that such market measurement of marginal productivities and job reassignments are not so cheaply performed for team pro- duction. And in particular our analysis suggests that it is not so much the costs of spontaneously negotiating contracts in the markets among groups for team pro- duction as it is the detection of the per- formance of individual members of the team that calls for the organization noted here.
The specialist who receives the residual rewards will be the monitor of the mem- bers of the team (i.e., will manage the use of cooperative inputs). The monitor earns his residual through the reduction in shirking that he brings about, not only by the prices that he agrees to pay the owners of the inputs, but also by observing and directing the actions or uses of these in- puts. Managing or examining the ways to which inputs are used in team production is a method of metering the marginal pro- ductivity of individual inputs to the team’s output.
To discipline team members and reduce shirking, the residual claimant must have power to revise the contract terms and in- centives of individual members without having to terminate or alter every other input’s contract. Hence, team members who seek to increase their productivity will assign to the monitor not only the residual claimant right but also the right to alter individual membership and per- formance on the team. Each team mem- ber, of course, can terminate his own membership (i.e., quit the team), but only the monitor may unilaterally ter- minate the membership of any of the other members without necessarily ter- minating the team itself or his association with the team; and he alone can expand or reduce membership, alter the mix of membership, or sell the right to be the residual claimant-monitor of the team. It is this entire bundle of rights: 1) to be a residual claimant; 2) to observe input behavior; 3) to be the central party com- mon to all contracts with inputs; 4) to alter the membership of the team; and 5) to sell these rights, that defines the ownership (or the employer) of the classical (capitalist, free-enterprise) firm. The coalescing of these rights has arisen, our analysis asserts, because it resolves the shirking-information problem of team production better than does the noncen- tralized contractual arrangement.
The relationship of each team member to the owner of the firm (i.e., the party common to all input contracts and the residual claimant) is simply a “quid pro quo” contract. Each makes a purchase and sale. The employee “orders” the owner of the team to pay him money in the same sense that the employer directs the team member to perform certain acts. The employee can terminate the contract as readily as can the employer, and long- term contracts, therefore, are not an es- sential attribute of the firm. Nor are “authoritarian,” “dictational,” or “fiat” attributes relevant to the conception of the firm or its efficiency
In summary, two necessary conditions exist for the emergence of the firm on the prior assumption that more than pecuniary wealth enter utility functions: 1) It is possible to increase productivity through team-oriented production, a production technique for which it is costly to directly measure the marginal outputs of the co- operating inputs. This makes it more difficult to restrict shirking through simple market exchange between cooperating in- puts. 2) It is economical to estimate mar-ginal productivity by observing or specify- ing input behavior. The simultaneous oc- currence of both these preconditions leads to the contractual organization of inputs, known as the classical capitalist firms with (a) joint input production, (b) several in- put owners, (c) one party who is common to all the contracts of the joint inputs, (d) who has rights to renegotiate any input’s contract independently of contracts with other input owners, (e) who holds the residual claim, and (f) who has the right to sell his central contractual residual status.8
Other Theories of the Firm
At this juncture, as an aside, we briefly place this theory of the firm in the contexts of those offered by Ronald Coase and Frank Knight.9 Our view of the firm is not necessarily inconsistent with Coase’s; we attempt to go further and identify refut- able implications. Coase’s penetrating in- sight is to make more of the fact that markets do not operate costlessly, and he relies on the cost of using markets to form contracts as his basic explanation for the existence of firms. We do not disagree with the proposition that, ceteris paribus, the higher is the cost of transacting across markets the greater will be the compara- tive advantage of organizing resources within the firm; it is a difficult proposition to disagree with or to refute. We could with equal ease subscribe to a theory of the firm based on the cost of managing, for surely it is true that, ceteris paribus, the lower is the cost of managing the greater will be the comparative advantage of organizing resources within the firm. To move the theory forward, it is necessary to know what is meant by a firm and to explain the circumstances under which the cost of “managing” resources is low relative to the cost of allocating resources through market transaction. The concep- tion of and rationale for the classical firm that we propose takes a step down the path pointed out by Coase toward that goal. Consideration of team production, team organization, difficulty in metering outputs, and the problem of shirking are important to our explanation but, so far as we can ascertain, not in Coase’s. Coase’s analysis insofar as it had heretofore been developed would suggest open-ended con- tracts but does not appear to imply any- thing more-neither the residual claimant status nor the distinction between em- ployee and subcontractor status (nor any of the implications indicated below). And it is not true that employees are generally employed on the basis of long-term con- tractual arrangements any more than on a series of short-term or indefinite length contracts.
The importance of our proposed addi- tional elements is revealed, for example, by the explanation of why the person to whom the control monitor is responsible receives the residual, and also by our later discussion of the implications about the corporation, partnerships, and profit sharing. These alternative forms for or- ganization of the firm are difficult to re- solve on the basis of market transaction costs only. Our exposition also suggests a definition of the classical firm-something crucial that was heretofore absent.
In addition, sometimes a technological development will lower the cost of market transactions while, at the same time, it expands the role of the firm. When the “putting out” system was used for weav- ing, inputs were organized largely through market negotiations. With the develop- ment of efficient central sources of power, it became economical to perform weaving in proximity to the power source and to engage in team production. The bringing in of weavers surely must have resulted in a reduction in the cost of negotiating (forming) contracts. Yet, what we ob- serve is the beginning of the factory sys- tem in which inputs are organized within a firm. Why? The weavers did not simply move to a common source of power that they could tap like an electric line, pur- chasing power while they used their own equipment. Now team production in the joint use of equipment became more im- portant. The measurement of marginal productivity, which now involved interac- tions between workers, especially through their joint use of machines, became more difficult though contract negotiating cost was reduced, while managing the behavior of inputs became easier because of the in- creased centralization of activity. The firm as an organization expanded even though the cost of transactions was re- duced by the advent of centralized power. The same could be said for modern as- sembly lines. Hence the emergence of central power sources expanded the scope of productive activity in which the firm enjoyed a comparative advantage as an organizational form
Some economists, following Knight, have identified the bearing of risks of wealth changes with the director or central employer without explaining why that is a viable arrangement. Presumably, the more risk-averse inputs become employees rather than owners of the classical firm. Risk averseness and uncertainty with re- gard to the firm’s fortunes have little, if anything, to do with our explanation al- though it helps to explain why all re- sources in a team are not owned by one person. That is, the role of risk taken in the sense of absorbing the windfalls that buffet the firm because of unforeseen com- petition, technological change, or fluc- tuations in demand are not central to our theory, although it is true that imperfect knowledge and, therefore, risk, in this sense of risk, underlie the problem of monitoring team behavior. We deduce the system of paying the manager with a residual claim (the equity) from the desire to have efficient means to reduce shirking so as to make team production economical and not from the smaller aversion to the risks of enterprise in a dynamic economy. We conjecture that “distribution-of-risk” is not a valid rationale for the existence and organization of the classical firm.
and organization of the classical firm. Although we have emphasized team production as creating a costly metering task and have treated team production as an essential (necessary?) condition for the firm, would not other obstacles to cheap metering also call forth the same kind of contractual arrangement here denoted as a firm? For example, suppose a farmer produces wheat in an easily ascertained quantity but with subtle and difficult to detect quality variations determined by how the farmer grew the wheat. A vertical integration could allow a purchaser to control the farmer’s behavior in order to more economically estimate productivity. But this is not a case of joint or team production, unless “information” can be considered part of the product. (While a good case could be made for that broader conception of production, we shall ignore it here.) Instead of forming a firm, a buyer can contract to have his inspector on the site of production, just as home builders contract with architects to supervise build- ing contracts; that arrangement is not a firm. Still, a firm might be organized in the production of many products wherein no team production or jointness of use of separately owned resources is involved.
This possibility rather clearly indicates a broader, or complementary, approach to that which we have chosen. 1) As we do in this paper, it can be argued that the firm is the particular policing device utilized when joint team production is present. If other sources of high policing costs arise, as in the wheat case just in- dicated, some other form of contractual arrangement will be used. Thus to each source of informational cost there may be a different type of policing and contractual arrangement. 2) On the other hand, one can say that where policing is difficult across markets, various forms of contrac- tual arrangements are devised, but there is no reason for that known as the firm to be uniquely related or even highly correlated with team production, as defined here. It might be used equally probably and viably for other sources of high policing cost. We have not intensively analyzed other sources, and we can only note that our current and readily revisable conjecture is that 1) is valid, and has motivated us in our current endeavor. In any event, the test of the theory advanced here is to see whether the conditions we have identified are necessary for firms to have long-run viability rather than merely births with high infant mortality. Conglomerate firms or collections of separate production agen- cies into one owning organization can be in- terpreted as an investment trust or in- vestment diversification device-prob- ably along the lines that motivated Knight’s interpretation. A holding com- pany can be called a firm, because of the common association of the word firm with any ownership unit that owns income sources. The term firm as commonly used is so turgid of meaning that we can not hope to explain every entity to which the name is attached in common or even tech- nical literature. Instead, we seek to iden- tify and explain a particular contractual arrangement induced by the cost of in- formation factors analyzed in this paper.
IV. Types of Firms
[A]. Profit-Sharing Firms
[B]. Socialist Firms
[C]. The Corporation
[D]. Mutual and Nonprofit Firms
[F]. Employee Unions
V. Team Spirit and Loyalty
Every team member would prefer a team in which no one, not even himself, shirked. Then the true marginal costs and values could be equated to achieve more preferred positions. If one could enhance a common interest in nonshirking in the guise of a team loyalty or team spirit, the team would be more efficient. In those sports where team activity is most clearly exemplified, the sense of loyalty and team spirit is most strongly urged. Obviously the team is better, with team spirit and loyalty, because of the reduced shirking- not because of some other feature in- herent in loyalty or spirit as such.’5
Corporations and business firms try to instill a spirit of loyalty. This should not be viewed simply as a device to increase profits by over-working or misleading the employees, nor as an adolescent urge for belonging. It promotes a closer approxima- tion to the employees’ potentially avail- able true rates of substitution between production and leisure and enables each team member to achieve a more preferred situation. The difficulty, of course, is to create economically that team spirit and loyalty. It can be preached with an aura of moral code of conduct a morality with literally the same basis as the ten com- mandments to restrict our conduct to- ward what we would choose if we bore our full costs.
VI. Kinds of Inputs Owned by the Firm
To this point the discussion has ex- amined why firms, as we have defined them, exist? That is, why is there an owner-employer who is the common party to contracts with other owners of inputs in team activity? The answer to that question should also indicate the kind of the jointly used resources likely to be owned by the central-owner-monitor and the kind likely to be hired from people who are not team-owners. Can we identify characteristics or features of various in- puts that lead to their being hired or to their being owned by the firm?
How can residual-claimant, central- employer-owner demonstrate ability to pay the other hired inputs the promised amount in the event of a loss? He can pay in advance or he can commit wealth suf- ficient to cover negative residuals. The latter will take the form of machines, land, buildings, or raw materials committed to the firm. Commitments of labor-wealth (i.e., human wealth) given the property rights in people, is less feasible. These con- siderations suggest that residual claim- ants owners of the firm will be inves- tors of resalable capital equipment in the firm. The goods or inputs more likely to be invested, than rented, by the owners of the enterprise, will have higher resale values relative to the initial cost and will have longer expected use in a firm relative to the economic life of the good.
But beyond these factors are those de- veloped above to explain the existence of the institution known as the firm the costs of detecting output performance. When a durable resource is used it will have a marginal product and a deprecia- tion. Its use requires payment to cover at least use-induced depreciation; unless that user cost is specifically detectable, pay- ment for it will be demanded in accord with expected depreciation. And we can ascertain circumstances for each. An in- destructible hammer with a readily de- tectable marginal product has zero user cost. But suppose the hammer were de- structible and that careless (which is easier than careful) use is more abusive and causes greater depreciation of the hammer. Suppose in addition the abuse is easier to detect by observing the way it is used than by observing only the ham- mer after its use, or by measuring the output scored from a hammer by a laborer. If the hammer were rented and used in the absence of the owner, the de- preciation would be greater than if the use were observed by the owner and the user charged in accord with the imposed de- preciation. (Careless use is more likely than careful use-if one does not pay for the greater depreciation.) An absentee owner would therefore ask for a higher rental price because of the higher expected user cost than if the item were used by the owner. The expectation is higher because of the greater difficulty of observing specific user cost, by inspection of the hammer after use. Renting is therefore in this case more costly than owner use. This is the valid content of the misleading ex- pressions about ownership being more economical than renting ignoring all other factors that may work in the oppo- site direction, like tax provision, short- term occupancy and capital risk avoid- ance.
Better examples are tools of the trade. Watch repairers, engineers, and carpenters tend to own their own tools especially if they are portable. Trucks are more likely to be employee owned rather than other equally expensive team inputs because it is relatively cheap for the driver to police the care taken in using a truck. Policing the use of trucks by a nondriver owner is more likely to occur for trucks that are not specialized to one driver, like public transit busses.
The factor with which we are concerned here is one related to the costs of monitor- ing not only the gross product performance of an input but also the abuse or deprecia- tion inflicted on the input in the course of its use. If depreciation or user cost is more cheaply detected when the owner can see its use than by only seeing the input be- fore and after, there is a force toward owner use rather than renting. Resources whose user cost is harder to detect when used by someone else, tend on this count to be owner-used. Absentee ownership, in the lay language, will be less likely. As- sume momentarily that labor service can- not be performed in the absence of its owner. The labor owner can more cheaply monitor any abuse of himself than if some- how labor-services could be provided with- out the labor owner observing its mode of use or knowing what was happening. Also his incentive to abuse himself is increased if he does not own himself.
The similarity between the preceding analysis and the question of absentee landlordism and of sharecropping ar- rangements is no accident. The same fac- tors which explain the contractual ar- rangements known as a firm help to explain the incidence of tenancy, labor hiring or sharecropping. 17
VII. Firms as a Specialized Market Institution for Collecting, Collating, and Selling Input Information
The firm serves as a highly specialized surrogate market. Any person contemplating a joint-input activity must search and detect the qualities of available joint inputs. He could contact an employment agency, but that agency in a small town would have little advantage over a large firm with many inputs. The employer, by virtue of monitoring many inputs, ac- quires special superior information about their productive talents. This aids his directive (i.e., market hiring) efficiency. He “sells” his information to employee-inputs as he aids them in ascertaining good input combinations for team activity. Those who work as employees or who rent services to him are using him to discern su- perior combinations of inputs. Not only does the director-employer “decide” what each input will produce, he also estimates which heterogeneous inputs will work to- gether jointly more efficiently, and he does this in the context of a privately owned market for forming teams. The de- partment store is a firm and is a superior private market. People who shop and work in one town can as well shop and work in a privately owned firm.
This marketing function is obscured in the theoretical literature by the assump- tion of homogeneous factors. Or it is tacitly left for individuals to do themselves via personal market search, much as if a person had to search without benefit of specialist retailers. Whether or not the firm arose because of this efficient in- formation service, it gives the director- employer more knowledge about the productive talents of the team’s inputs, and a basis for superior decisions about efficient or profitable combinations of those heterogeneous resources.
In other words, opportunities for profit- able team production by inputs already within the firm may be ascertained more economically and accurately than for re- sources outside the firm. Superior com- binations of inputs can be more econom- ically identified and formed from resources already used in the organization than by obtaining new resources (and knowledge of them) from the outside. Promotion and revisioni of employee assignments (con- tracts) will be preferred by a firm to the hiring of new inputs. To the extent that this occurs there is reason to expect the firm to be able to operate as a conglom- erate rather than persist in producing a single product. Efficient production with heterogeneous resources is a result not of having better resources but in know- ing more accurately the relative productive performances of those resources. Poorer resources can be paid less in accord with their inferiority; greater accuracy of knowledge of the potential and actual pro- ductive actions of inputs rather than hav- ing high productivity resources makes a firm (or an assignment of inputs) profit- able.1
While ordinary contracts facilitate ef- ficient specialization according to com- parative advantage, a special class of con- tracts among a group of joint inputs to a team production process is commonly used for team production. Instead of multilateral contracts among all the joint inputs’ owners, a central common party to a set of bilateral contracts facilitates efficient organization of the joint inguts in team production. The terms of the con- tracts form the basis of the entity called the firm-especially appropriate for or- ganizing team production processes.
Team productive activity is that in which a union, or joint use, of inputs yields a larger output than the sum of the prod- ucts of the separately used inputs. This team production requires-like all other production processes an assessment of marginal productivities if efficient pro- duction is to be achieved. Nonseparability of the products of several differently owned joint inputs raises the cost of as- sessing the marginal productivities of those resources or services of each input owner. Monitoring or metering the pro- ductivities to match marginal produc- tivities to costs of inputs and thereby to reduce shirking can be achieved more economically (than by across market bi- lateral negotiations among inputs) in a firm.
The essence of the classical firm is identified here as a contractual structure with: 1) joint input production; 2) several input owners; 3) one party who is com- mon to all the contracts of the joint in- puts; 4) who has rights to renegotiate any input’s contract independently of con- tracts with other input owners; 5) who holds the residual claim; and 6) who has the right to sell his central contractual residual status. The central agent is called the firm’s owner and the employer. No authoritarian control is involved; the ar- rangement is simply a contractual struc- ture subject to continuous renegotiation with the central agent. The contractual structure arises as a means of enhancing efficient organization of team production. In particular, the ability to detect shirk- ing among owners of jointly used inputs in team production is enhanced (detection costs are reduced) by this arrangement and the discipline (by revision of contracts) of input owners is made more economic.
Testable implications are suggested by the analysis of different types of organiza- tions -nonprofit, proprietary for profit, unions, cooperatives, partnerships, and by the kinds of inputs that tend to be owned by the firm in contrast to those employed by the firm
We conclude with a highly conjectural but possibly significant interpretation. As a consequence of the flow of information to the central party (employer), the firm takes on the characteristic of an efficient market in that information about the pro- ductive characteristics of a large set of specific inputs is now more cheaply avail- able. Better recombinations or new uses of resources can be more efficiently ascer- tained than by the conventional search through the general market. In this sense inputs compete with each other within and via a firm rather than solely across markets as conventionally conceived. Emphasis on interfirm competition obscures intrafirm competition among inputs. Conceiving competition as the revelation and exchange of knowledge or information about quali- ties, potential uses of different inputs in different potential applications indicates that the firm is a device for enchancing competition among sets of input resources as well as a device for more efficiently re- warding the inputs. In contrast to markets and cities which can be viewed as publicly or nonowned market places, the firm can be considered a privately owned market; if so, we could consider the firm and the ordinary market as competing types of markets, competition between private proprietary markets and public or com- munal markets. Could it be that the market suffers from the defects of com-munal property rights in organizing and influencing uses of valuable resources?
The economics of information GJ Stigler – Journal of political economy, 1961
information is a valuable resource, mostly ignored by economists:
i) the best technology is assumed to be known;
ii) the relationship of commodities to consumer preferences is a datum
iii) information-producing industries, like advertising, is treated with a hostility normally for tariffs or monopolists
some important aspects of economic organization take on a new meaning ← from the viewpoint of search for information:
→ info: one important problem – the ascertainment of market price
I. The Nature of Search
Prices change with varying frequency + no one will know all the prices which various sellers (or buyers) quote at any given time
→ a buyer/seller who wishes to ascertain the most favorable price must search
→ sellers’ price dispersion is ubiquitous even for homogeneous goods
→ manifestation of ignorance in the market // but a biased measure because there is never absolute homogeneity in the commodity/service = observed dispersion is presumably attributable to heterogeneity (sellers perform more service, or carry a larger range of varieties in stock)
a frequency distribution of the prices quoted by sellers:
← any buyer seeking the commodity would pay whatever price is asked by the seller whom he happened to canvass, if he were content to buy from the first seller ??
← But, if the dispersion of price quotations of sellers is at all large (v.s. cost of search), it will pay, on average, to canvass several sellers (search more → higher possibility of paying the lower)
### the pricing by sellers can also be a function of [buyers’ information and search cost] while the cost matters very litter in such market transactions. The problem is that cost of search is very subjective to every buyer, as it’s a unknown unknown. + One situation might be neglected is that sometimes price can work as a signal of quality
→ distributions of asking prices are probably skewed to the right ← seller will have some minimum but no maximum limit
→ if normal → more canvass more left-skewed
→ if rectangular
In fact, if sellers’ asking prices (p) arc uniformly distributed between zero and one, it can be shown that: (1) The distribution of minimum prices with n searches is
On the impossibility of informationally efficient markets SJ Grossman, JE Stiglitz – The American economic review, 1980
competitive equilibrium → prices that all arbitrage profits are eliminated ?
→ is it possible that a competitive economy always be in equilibrium? → Clearly not, inconsistent when arbitrage is costly.
=> a model: an equilibrium degree of disequilibrium:
→ prices reflect the information of informed individuals (arbitrageurs) but only partially → expend resources to obtain information → do receive compensation
→ informativeness of the price system → depends on the number of individuals who are informed (but No. is itself an endogenous variable)
→ prices perform a well-articulated role in conveying information from the informed to the uninformed (e.g. stock market) → price system makes information publicly available
→ however, it does this imperfectly (were it to do it perfectly, an equilibrium would not exist)
I. The Model
general methodology and present some conjectures concerning certain properties of the equilibrium
II. Constant Absolute Risk-Aversion Model
A. The Securities
B. Individual’s Utility Maximization
C. Equilibrium Price Distribution
D. Existence of Equilibrium and a Characterization Theorem
E. Equilibrium in the Information Market
F. Existence of Overall Equilibrium
H. Comparative Statics
I. Price Cannot Fully Reflect Costly Information
III. On the Thinness of Speculative Markets
IV. On the Possibility of Perfect Markets
The impact of information technology on the organization of economic activity: The “move to the middle” hypothesis EK Clemons, SP Reddi, MC Row – … of management information …, 1993
investment → increase explicit coordination (co-located facilities/specialized human resource) with outside agents → increased risk → vertical integration/underinvesting in coordination
investment in IT:
→ without increasing transaction risk ← lower relationship-specificity + a better monitoring capability
→ lower coordination cost → more outsourcing/inter-firm coordination + less vertical integration → benefits from production economies of large specialized suppliers → transaction economics of scale + learning curve effects + … → a move toward long-term relationship with a small set of suppliers /// “move to the middle”
Technology, Information, and the Decentralization of the Firm D Acemoglu, P Aghion, C Lelarge… – … Quarterly Journal of …, 2007
a framework: to analyze the relationship between [ diffusion of new technologies & decentralization decisions of firms ]
Centralized control: → relies on the information of the principal = publicly available information
Decentralized control: → delegates authority to a manager with superior information
→ however agency problem given informational advantage + different interest with the principal
=> As the available public information about the specific technology increases → the trade-off shifts in favour of centralization
=>> 1) firms closer to the technological frontier, 2)firms in more heterogeneous environments, 3) younger firms are more likely to choose decentralization
(three datasets of French and British firms in the 1990s)
The Revolution of Information Economics: The Past and the Future Joseph E. Stiglitz
NBER Working Paper, 2017
a revolution in economics, upsetting longstanding presumptions( market efficiency)
=> the presumption is that markets are not efficient
→ central models of information economics(50 years ago) → greatly elaborated upon → remarkably robust
→ 1] lack of robustness of the standard competitive paradigm → actual markets differ from the perfect markets paradigm → imperfections of competition and the absence of risk
→ not perfectly competitive (market failures even when firms and households are price takers) → firms strive to increase their market power and to increase the extraction of rents from existing market power → giving rise to widespread distortions → institutions and the rules of the game matter (public policy may have distributive effects … costly undoing … and have adverse efficiency)
→ 2] help to understand better the role of institutions and the form that institutions take → branches of the subject with a non-theoretical framework (accounting, finance, corporate governance)
→ information and its imperfections play a particularly important role → need for public policy (the financial sector gathering and processing information → capital resources can be efficiently allocated ← financial sector regulation is so important.
1] changes in structure of demand + technology → an increased role of information + increased consequences of information imperfections (decreased competition & increasing inequality) → affect inequality, economic performance
2] big debates going on about privacy and transparency → more complex property rights issues (usually assumed the stronger the better) → affect nature of our polity and society
3] Globalization has heightened all the associated controversies → rules set affects also the distribution of income between countries
1. The information revolution
Economists had long recognized the importance of imperfect information:
informational efficiency of the market ← can be achieved in a decentralized price system → there was no need for a central planner → All the information that a firm or a household needed to know to make its decisions were the prices → Prices coordinated all economic activity
→ resource allocations were once-and-for-all decisions
→ limited information imperfections → no uncertainty about the quality
=> formal models made no mention of information—other than assuming perfect → the hope was that analyses with perfect information would be relevant so long as information was not too imperfect
an “economics of information” based on the supply and demand for information?
→ unlikely → Information (knowledge) is fundamentally different from normal goods → Information/knowledge is a public good (more broadly a global public good, Stiglitz 1999) ← markets are not efficient in the provision of such goods
(# how about private information)
→ the key benchmark model (competitive general equilibrium) → describe the behavior of a competitive economy with perfect information → all firms were price takers
→ conditions under which Smith’s “invisible hand” conjecture was correct
( 1st welfare theorem: market economies were Pareto efficient + 2nd fundamental theorem: every Pareto efficient outcome could be obtained through a market mechanism, provided the appropriate initial (lump sum) redistribution of wealth)
→ technical conditions: (convexity of production sets/diminishing returns + perfect competition/a full set of risk markets + absence of externalities)
=> sufficient conditions for the efficiency of the market (or necessary and sufficient conditions under a few other sets of uninteresting conditions)
← well developed public policies in response:
e.g.1. environmental regulation or corrective taxes to deal with environmental externalities
e.g.2. anti-trust policies to deal with imperfect competition (When there was a natural monopoly, there either had to be strong regulation or government ownership)
Absence of a complete set of risk markets
→ individuals and firms could not buy insurance against many of the risks which they faced (including AD securities of paying)→ they take risks (e.g. unemployment, declined demand)
← public provision of social protection as having arisen to partially “correct” this market failure
Presumption that markets are not efficient
Information asymmetries can be endogenous
Production and information are interlinked
Macro-consequences of informational externalities
Theory of second best
Financial architecture matters
Information and Other Market Failures
Explanation of some of key market failures
AD analysis → another question:
How do we explain key market failures, such as the lack of complete set of securities markets or limitations in capital markets?
Information economics (adverse selection and moral hazard)
→ part of the answer: the firm knows more about his profits prospects than possible insurers → made it unprofitable for the insurer
→ the explanations for why Coasian bargaining would not resolve problems posed by externalities (Coase suggested that through bargaining, an efficient outcome could be achieved, if only there were clear property rights) → bargaining with information asymmetries typically is not efficient ← as parties engage in costly actions to convey information about the value of the externality imposed upon them
Responding to market failures: the possibility of dysfunctional social institutions
Further Key Insights of the Information Paradigm
Robustness of standard model
Robustness of new paradigm
2nd fundamental theorem also reversed
Key question: what is critical market failure?
Information and delegation
Economics of knowledge
2. Early attempts to recover market efficiency—failed
Arrow & Debreu → provided sufficient conditions for the efficiency of the economy, but not necessary ones → ensued a search for weaker conditions under which the market was still efficient
→ Diamond (1967): established the (constrained) efficiency of economy with a stock market →even with the highly restricted notion of optimality and assumptions about risk → the result turned out not to be general
=> Greenwald-Stiglitz (1986) theorem: no weaker conditions, markets were generically inefficient (e.g. the absence of risk markets → no trade → an economy = an individual)
=>> how markets dealt (imperfectly) with the consequences of imperfect information?
→ Contracts (with payments dependent on observable state outcomes) provided a way of simultaneously sharing risk + providing incentives (Stiglitz, 1974; Ross, 1973)
→ a huge literature exploring optimal contract design ← one interesting result is that the predicted complexity was far greater than what was observed (See Nalebuff and Stiglitz, 1983a, 1983b).
New Institutional Economics
though differed markedly → the information paradigm generally helped explain many aspects of observed institutions
(e.g. sharecropping has long been criticized as attenuating incentives (with half or more of the (marginal) returns going to the landlord) → Stiglitz (1974): sharecropping balancing out [ incentives & risk sharing ] → a “reasonable” contract given the limitations of information and risk markets)
3. Policy Corollaries
Policy battles over information: high frequency trading
Other new policy insights: structured finance
Other aspects of financial sector regulation
4. Reconciling two long-competing theories: market equilibrium and explaining inequalities
Information Revolution → how to understand the persistent inequality under capitalism—is it exploitation (as Marx suggested) or just rewards, in response to differences in social contribution?
→ We suggest that while Marx had the wrong model of the economy, there is more than a little grain of truth in his exploitation theories.
5. Broader theoretical impacts of information economics
the role of the information revolution in promoting broader changes in the economic paradigm.
6. A Look Forward
the implications of the new paradigm for the economy which is evolving in 21th
Changing structure of the economy
Interplay between increased market power and politics
7. Concluding Comments