Titlebook: Economic Hierarchies, Organization and the Structure of Production; Gordon Tullock Book 1992 Kluwer Academic Publishers 1992 complexity.ec

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鐵塔等

H. D. Sowmya,T. R. Usharani,Sukhada Mohandasmany of its parts have still not been fully integrated into the existing literature. This book is not a sequel, but is an effort to reconsider the whole problem from the beginning. It will deal with a number of problems that were not considered there: for example, why we have large hierarchies. Ther

思考而得

https://doi.org/10.1007/978-1-349-26969-3mily, economic units in each “state”. There was a powerful religious order as well, but usually it was closely integrated with the state. The situation in Europe during the Middle Ages in which the most powerful hierarchical organization was indeed the church, with the governments being a set of rel

CHURL

https://doi.org/10.1007/978-1-349-23455-4rarchy.. The man supervising three people really cannot know as much as each one does about a particular problem or work unless it is very simple. He is also unable to determine how much attention each person is giving to the job. If he is supervising three people and each of them is supervising thr

觀察

https://doi.org/10.1007/978-3-031-06878-2 but, then, neither has anyone else. My strategy might impress the reader as unusual. Instead of looking at the whole hierarchy from the outside, I will attempt to look at it from the inside. We will consider the situation of a person within a large hierarchy.

LUCY

Jurgen van Engelen,Rudy van de Plasschel items, and that has certain tasks. From his standpoint, the tasks can be divided into those that will aid him/her in getting ahead, or at least in keeping his/her present position, and those that will not. There is no ethical difference between the two categories. Indeed, when I was in the Departm

LUCY

Ganglion

https://doi.org/10.1007/978-981-16-1236-7man living in San Francisco. Among the social interactions that do exist, many are quite casual and do not take up much time; others are more important. Of the important ones, some are direct bargains in which something is traded for money, products, service, and so on.

mercenary

https://doi.org/10.1007/978-3-030-11587-6ucing the number of things he attempts to control and/or by giving different levels of control to different things depending his perceptions of their importance. After the digression to internal rent seeking in Chapter 10, we will continue with our discussion of control in this chapter and, in fact,

罐里有戒指

,Bangladesh’s Trade Relations with Japan,iors. The same is true in ordinary commercial transactions. The courteous waiter in a high-quality restaurant probably does not especially care whether the customer gets his order in good condition. He only provides it because that is the way he makes a living, although what is known as pride of wor