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Evolutionary and Institutional Analysis of the Scarcity Concept in the Contemporary Paradigm of the Neoclassical Economics

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  • Plamen Tchipev

Abstract

An attempt is made for critical assessment of a fundamental category of the neoclassical economics by means of the contemporary institutional and evolutionary analysis. The concept of the scarcity of the economic goods is critically analysed within evolutionary-biological, social and specific market’s context. In the conclusion the analysis proposes an optional answer for its specific presence in the neoclassical economics as well as for the absence of any institutional projection in the analysis of the same theoretical doctrine.

Suggested Citation

  • Plamen Tchipev, 2006. "Evolutionary and Institutional Analysis of the Scarcity Concept in the Contemporary Paradigm of the Neoclassical Economics," Economic Thought journal, Bulgarian Academy of Sciences - Economic Research Institute, issue 7, pages 109-120.
  • Handle: RePEc:bas:econth:y:2006:i:7:p:109-120
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    References listed on IDEAS

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    1. Neumayer, Eric, 2000. " Scarce or Abundant? The Economics of Natural Resource Availability," Journal of Economic Surveys, Wiley Blackwell, vol. 14(3), pages 307-335, July.
    2. Howard, M C & King, J E, 2001. "Where Marx Was Right: Towards a More Secure Foundation for Heterodox Economies," Cambridge Journal of Economics, Oxford University Press, vol. 25(6), pages 785-807, November.
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    1. repec:eee:ecolec:v:147:y:2018:i:c:p:208-217 is not listed on IDEAS

    More about this item

    JEL classification:

    • B25 - Schools of Economic Thought and Methodology - - History of Economic Thought since 1925 - - - Historical; Institutional; Evolutionary; Austrian; Stockholm School
    • B52 - Schools of Economic Thought and Methodology - - Current Heterodox Approaches - - - Historical; Institutional; Evolutionary
    • D01 - Microeconomics - - General - - - Microeconomic Behavior: Underlying Principles
    • D02 - Microeconomics - - General - - - Institutions: Design, Formation, Operations, and Impact

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