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Book Chapter: Coordinating reforms in transition economies

TitleCoordinating reforms in transition economies
Authors
Issue Date2007
PublisherPalgrave Macmillan
Citation
Coordinating reforms in transition economies. In Berglöf, E, Roland, G (Eds.), The Economics of Transition: The Fifth Nobel Symposium in Economics, p. 518-546. UK: Palgrave Macmillan, 2007 How to Cite?
AbstractWe establish a theory to analyze how initial conditions of organizational differences in transition economies affect reform strategies, especially the 'big-bang' approach in Eastern Europe and former Soviet Union economies as the U-form and the 'experimental' approach in China as the M-form. We model the coordination of specialized tasks inside an organization as 'attribute matching' and compare organizational forms (U-form and M-form) in coordinating reforms. Organizational forms affect the information structure of an organization and thus the way to coordinate reforms. Compared to the U-form, the M-form organization achieves better coordination but suffers from higher costs due to a lack of scale economies. The M-form has a distinctive advantage in carrying out experimentation that it is more flexible in reforms.
Persistent Identifierhttp://hdl.handle.net/10722/153478
ISBN

 

DC FieldValueLanguage
dc.contributor.authorQian, Y-
dc.contributor.authorRoland, G-
dc.contributor.authorXu, C-
dc.date.accessioned2012-08-06T04:24:58Z-
dc.date.available2012-08-06T04:24:58Z-
dc.date.issued2007-
dc.identifier.citationCoordinating reforms in transition economies. In Berglöf, E, Roland, G (Eds.), The Economics of Transition: The Fifth Nobel Symposium in Economics, p. 518-546. UK: Palgrave Macmillan, 2007-
dc.identifier.isbn978-1403996398-
dc.identifier.urihttp://hdl.handle.net/10722/153478-
dc.description.abstractWe establish a theory to analyze how initial conditions of organizational differences in transition economies affect reform strategies, especially the 'big-bang' approach in Eastern Europe and former Soviet Union economies as the U-form and the 'experimental' approach in China as the M-form. We model the coordination of specialized tasks inside an organization as 'attribute matching' and compare organizational forms (U-form and M-form) in coordinating reforms. Organizational forms affect the information structure of an organization and thus the way to coordinate reforms. Compared to the U-form, the M-form organization achieves better coordination but suffers from higher costs due to a lack of scale economies. The M-form has a distinctive advantage in carrying out experimentation that it is more flexible in reforms.-
dc.languageeng-
dc.publisherPalgrave Macmillan-
dc.relation.ispartofThe Economics of Transition: The Fifth Nobel Symposium in Economics-
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.titleCoordinating reforms in transition economiesen_US
dc.typeBook_Chapteren_US
dc.identifier.emailXu, C: cgxu@hku.hk-
dc.description.naturepostprint-
dc.identifier.spage518-
dc.identifier.epage546-
dc.publisher.placeUK-

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