Coordinating Reforms in Transition Economies
Coordinating Reforms in Transition Economies
dc.contributor.author | Yingyi Qian | |
dc.contributor.author | Gérard Roland | |
dc.contributor.author | Chenggang Xu | |
dc.date.accessioned | 2022-11-03T10:11:18Z | |
dc.date.available | 2022-11-03T10:11:18Z | |
dc.date.issued | 1999 | |
dc.description.abstract | We 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.identifier.uri | https://elibrary.fmard.gov.ng/handle/123456789/413 | |
dc.language.iso | en | |
dc.title | Coordinating Reforms in Transition Economies | |
dc.type | Article | |
dspace.entity.type |
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