Interlocking complementarities and institutional change
In biology, the laws that regulate the structuring and change of complex organisms, characterised by interlocking complementarities, are different from those that shape the evolution of simple organisms. Only the latter share mechanisms of competitive selection of the fittest analogous to those envisaged by the standard neoclassical model in economics. The biological counterparts of protectionism, subsidies and conflicts enable complex organisms to exit from long periods of stasis and to increase their capacity to adapt efficiently to the environment. Because of their interlocking complementarities, most institutions share the laws governing the structure and change of complex organisms. We concentrate on the complementarities between technology and property rights and consider historical cases in which organisational stasis has been overcome by mechanisms different from (and sometimes acting in spite of) competitive pressure. The evolution of institutions cannot be taken for granted; but even when institutions seem frozen forever by their interlocking complementarities, their potential for change can be discovered by analysis of those interactions.
Volume (Year): 7 (2011)
Issue (Month): 03 (September)
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References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- John S. Earle & Ugo Pagano & Maria Lesi, 2002.
"Information Technology, Organizational Form, and Transition to the Market,"
Upjohn Working Papers and Journal Articles
02-82, W.E. Upjohn Institute for Employment Research.
- Earle, John S. & Pagano, Ugo & Lesi, Maria, 2006. "Information technology, organizational form, and transition to the market," Journal of Economic Behavior & Organization, Elsevier, vol. 60(4), pages 471-489, August.
- John S. Earle & Ugo Pagano & Maria Lesi, "undated". "Information Technology, Organizational Form, and Transition to the Market," Upjohn Working Papers and Journal Articles jse20065, W.E. Upjohn Institute for Employment Research.
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