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The Identification of Preferences from Equilibrium Prices
The fundamentals of an exchange economy, the preferences of individuals, can be identified from the competitive equilibrium correspondence, which associates equilibrium prices of commodities to allocations of endowments; the argument extends to production economies. The essential step is the identification of fundamentals from aggregate demand as a function of the prices of commodities and the distribution of income. The graph of the equilibrium correspondence or of the aggregate demand function satisfy non-trivial restrictions. The identification of fundamentals allows for the prediction of the response of individuals and the economy to changes in the organization of production and exchange, while restrictions on the equilibrium correspondence or the aggregate demand function imply that general theory has testable implications.
Control and Change, Studying the Process of Institutionalisation
This paper studies the process by which a change in the institutional logic of an organisational field diffuses through the management control system of a firm. The theoretical framework proposed by Hasselbladh and Kallinikos (2000) enables us to describe the institutionalisation process of management control systems in more detail by observing how ideals are translated into discourses and, in turn, into control techniques. We argue that both the process by which institutional changes are implemented inside organisations and the process of decoupling are two aspects of the same issue. Revisiting core notions of new-institutional theory such as internalisation and decoupling, our findings que...
Knowledge Management
How can an organization define policy for managing its knowledge? In this article, an integrative model is proposed: the Learning Mix. It consists of four interacting facets: Information Technology, Learning Structure, Knowledge Portfolio and Learning Identity. The difficulties confronted by companies striving to become “learning organizations” and seeking to adopt an efficient knowledge management approach can be explained by their failure to consider one or several of these Learning Mix facets. After presenting our integrative model and describing its four dimensions, we apply it to the study of knowledge management initiatives in a multinational company (Lafarge Group).
