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Knowledge creation and control in organizations Author info | Abstract | Publisher info | Download info | Related research | Statistics Diego Puga
Daniel Trefler
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The incremental innovations that underly much of modern economic growth typically involve changes to one or more components of a complex product. This creates a tension. On the one hand, a principal would like an agent to contribute innovative components. On the other hand, ironing out incompatibilities between interdependent components can be a drain on the principal's energies. The principal can conserve her energies by tightly controlling the innovation process, but this may inadvertently stifle the agent's incentive to innovate. We show precisely how this tension betweencreating knowledge and controlling knowledge shapes organizational forms.The novel concepts introduced are illustrated with case studies of the flatpanel cathode ray tube industry and Boeing's recent location decisions.
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Paper provided by University of Toronto, Department of Economics in its series Working Papers with number
dpuga-02-01.
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Date of creation: 11 Aug 2002Date of revision:
Handle: RePEc:tor:tecipa:dpuga-02-01Contact details of provider: Postal: 150 St. George Street, Toronto, Ontario Phone: (416) 978-5283 Fax: (416) 978-6713
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Keywords: incremental innovation incomplete contracts imperfect substitutability appropriability control Other versions of this item:
Find related papers by JEL classification: O31 - Economic Development, Technological Change, and Growth - - Technological Change - - - Innovation and Invention: Processes and Incentives L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure D23 - Microeconomics - - Production and Organizations - - - Organizational Behavior; Transaction Costs; Property Rights
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Dalia Marin & Thierry Verdier, 2001.
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