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By Kroszner R.S., Putterman L. (eds.)

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Extra resources for The Economic Nature of the Firm: A Reader

Example text

To say nothing of such complicated machines as the ship of the sailor, the mill 39 A DA M S M I T H of the fuller, or even the loom of the weaver, let us consider only what a variety of labour is requisite in order to form that very simple machine, the shears with which the shepherd clips the wool. The miner, the builder of the furnace for smelting the ore, the feller of the timber, the burner of the charcoal to be made use of in the smelting house, the brick maker, the bricklayer, the workmen who attend the furnace, the millwright, the forger, the smith must all of them join their different arts in order to produce them.

Although such powers do not distinguish the central agent from any other competitive actor, for Alchian and Demsetz, they indeed may do so in a nonmarket clearing environment of the type that arises in efficiency-wage models, as argued by Bowles and Gintis. Moreover, Alchian and Demsetz’s view of the firm as “an alternative kind of market,” although rhetorically suggestive of a more market-oriented view, is in fact not very different from that of Coase or Williamson because what is distinctive about the firm, by their account, is that the manager’s superior knowledge of internal resources permits more efficient resource allocation than can be accomplished by less informed external agents.

Such an assumption may be an appropriate simplification for some purposes, and it more or less may reflect the realities of many smaller firms. Because managers and owners are different individuals in many larger firms, it leaves a considerable area in need of further theoretical analysis. To be sure, the owner–manager relationship is amenable to some of the same agency-theoretic treatment as that between managers and workers; therefore, one might expect to find here mostly variations on themes already explored.

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