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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