課程名稱 |
組織經濟學專題 SEMINAR ON ORGANIZATIONAL ECONOMICS |
開課學期 |
96-2 |
授課對象 |
社會科學院 政治學研究所 |
授課教師 |
江瑞祥 |
課號 |
PS7538 |
課程識別碼 |
322 M3990 |
班次 |
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學分 |
2 |
全/半年 |
半年 |
必/選修 |
選修 |
上課時間 |
星期四5,6(12:20~14:10) |
上課地點 |
社法研3 |
備註 |
政治思想,國際關係,公共行政。 總人數上限:24人 外系人數限制:10人 |
Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/962ORGECON |
課程簡介影片 |
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核心能力關聯 |
核心能力與課程規劃關聯圖 |
課程大綱
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為確保您我的權利,請尊重智慧財產權及不得非法影印
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課程概述 |
Organizational capability is increasingly believed to be a critical — perhaps the critical — source of competitive advantage. The new internet firms are held up as models for the “old” economy, and firms everywhere are advised to use aggressive incentives, to be fast, to be flexible, and to be networked. At the same time we are in the midst of the largest merger wave in history. The large firms are getting larger. Their CEOs talk of “building small-company spirit in large-company clothing,” but the analysts talk of scale, routine, and regularity.
What is going on? When should organizations outsource and when should they produce internally? When should firms diversify or merge? How can one maintain the creativity and enthusiasm characteristic of a small firm inside a large one? When should one even try? How do the answers to these questions change as one manages across boundaries, across industries, and over time?
This course attempts to provide the tools necessary to answer such questions. To do so, we utilize, deepen, and integrate three courses listed below: microeconomics, organizational process, and strategy. For example, from microeconomics we take the ideas of incentives and game theory, from OP organizational structure and culture, and from strategy industry structure and core capability.
Much of our discussion will explore the important two-way street between a firm’s “external strategy” in its product market and its “internal strategy” regarding organizational issues. One direction on this street is widely appreciated: an optimal external¬ strategy decision frequently requires complementary internal-strategy implementation. We will frequently emphasize the opposite direction: some external-strategy decisions are driven by internal-strategy considerations. The course is therefore appropriate for those considering management consulting, as well as for general managers who seek to understand and influence the design and performance of their organizations.
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課程目標 |
This course draws on economic and sociological research on organizational issues. Sociologists have long studied internal organizational issues and have recently applied sociological insights to the effects of external environments. In contrast, economics has experienced the reverse: analyses of competition in markets are of course standard, but analyses of organizational issues are relatively new. In a typical course in microeconomics, for example, the firm is usually treated as a single, irreducible actor; its internal organization and operations are a “black box.” Over the last twenty-five years, however, new developments in game theory have made it possible to analyze incentives inside firms. We will find not only that these new models from economics are productive in their own right for those seeking to design and manage organizations, but also that they are an important complement to long-standing sociological insights about organizational processes. |
課程要求 |
During the course, we will be developing basic concepts that are useful in understanding the interplay between organization and strategy. To reinforce this learning, I will ask you to write 4 three-page papers on these concepts. The paper topics are given in the syllabus below. The due dates for the assignments are;
(8458)(836e)Paper 1 (Incentives): April 17
(8458)(836e)Paper 2 (Control Rights): May 1
(8458)(836e)Paper 3 (Structure): May 15
(8458)(836e)Paper 4 (Networks): June 12
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預期每週課後學習時數 |
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Office Hours |
另約時間 |
指定閱讀 |
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參考書目 |
- Paul Milgrom and John Roberts, 1992, Economics,
Organization, and Management, Englewood Cliffs, N.J. :
Prentice-Hall, 1992 (recommended; denoted as MR)
- Some material will be distributed, including
several lecture notes that cover core concepts.
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評量方式 (僅供參考) |
No. |
項目 |
百分比 |
說明 |
1. |
期中考 |
0% |
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2. |
期末考 |
0% |
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3. |
隨堂測驗 |
0% |
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4. |
作業 |
80% |
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5. |
課程參予 |
20% |
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週次 |
日期 |
單元主題 |
第1週 |
2/21 |
Introduction |
第2週 |
2/28 |
National Holiday |
第3週 |
3/06 |
Does Organization Matter? |
第4週 |
3/13 |
Economic Organization and Efficiency |
第5週 |
3/20 |
Using Prices for Coordination and Motivation |
第6週 |
3/27 |
Coordinating Plans and Action |
第7週 |
4/03 |
Bounded Rationality and Private Information |
第8週 |
4/10 |
Moral Hazard and Performance Incentives |
第9週 |
4/17 |
Risk Sharing and Incentive Contracts |
第10週 |
4/24 |
Rents and Efficiency |
第11週 |
5/01 |
Ownership and Property Rights |
第12週 |
5/08 |
Employment Policy and Human Resource Management |
第13週 |
5/15 |
Internal Labor Markets, Job Assignments, and Promotions |
第14週 |
5/22 |
Executive Compensation and Motivation |
第15週 |
5/29 |
The Boundaries and Structure of the Firm |
第16週 |
6/05 |
Structuring Teams |
第17週 |
6/12 |
Hybrids: Networks, Alliances, and Virtual Organizations |
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