The use of knowledge about society

By DW MacKenzie Ramapo. 2008

5,463 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d4798b0e260b35dd11bae0c034eb7629d4464bd9

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Citations in the corpus

Consumers and Artificial Intelligence: An Experiential Perspective (2020, unknown): “…(bio)politics of race, which has consistently shown the inherently discriminatory potential of marketized representations of culture and ethnicity, and it is also supported by economic critiques that warn against the monopolization of information by a centralized system (Hayek 1945; Polanyi 1948).”
Collective Cognition: When Entrepreneurial Teams, Not Individuals, Make Decisions (2007, background): “Others argue that the fragmentation of knowledge in society (Hayek, 1945) enables entrepreneurs to accrue different stocks of experience-based knowledge, which leads to different abilities to recognize new opportunities (Shane, 2000).”
Have Financial Markets Become More Informative (2016, unknown): “We define price informativeness to be the standard deviation of the predictable component of earnings based on prices and we show that it is directly related to welfare, as in Hayek (1945): information enables the efficient allocation of investment, which promotes economic growth.”
Where can capabilities come from? network ties and capability acquisition in business groups (2011, background): “R&D capability is a product of collective activity, requiring a combination of a complementary set of resources within ‘a context of consistent interactions’ (Antonelli, 1998: 101; Hayek, 1945).”
Constructive Partnerships: When Alliances between Private Firms and Public Actors can Enable Creative Strategies (2006, unknown): “on governance costs (Coase, 1937; Hayek, 1945; Williamson, 1975).”
As-If Behavioral Economics: Neoclassical Economics in Disguise? (2010, unknown): “But this strikes us as an indirect invocation of Friedman‘s as-if doctrine. processes of interest are well described by such models—then we are left only with as-if arguments to support them.”
Forming and Exploiting Opportunities: The Implications of Discovery and Creation Processes for Entrepreneurial and Organizational Research (2013, background): “Hayek (1945) provided one explanation of this heterogeneous distribution of entrepreneurial awareness, an explanation that depended on the distribution of knowledge in the economy.”
Retail competition in electricity markets (2009, background): “For the Austrian School, competition is thus considered as a ‘‘discovery procedure’’ (Hayek, 1945, 1968) driven by an entrepreneurial and learning process.”
Trading Frenzies and Their Impact on Real Investment (2013, background): “The basic motivation for this literature goes back to Hayek (1945), who posited that market prices provide an important source of information for various decision makers.”
Adoptive Expectations: Rising Sons in Japanese Family Firms (2013, unknown): “This suggests that the founders of firms that list during their founders lifetimes are an unusual class of people, perhaps possessing a scarce entrepreneurial talent (Knight, 1921; Hayek, 1945; Schumpeter, 1950).”
Strategy as Evolution with Design: The Foundations of Dynamic Capabilities and the Role of Managers in the Economic System (2008, background): “The dynamic capability perspective follows Hayek (1945) — and the behavioral and evolutionary theorists — in emphasizing that coordination is an economic problem primarily because of change. In a static environment, a short period of ‘set up’ would be required to organize economic activity; but abse”
Information Percolation (2008, background): “An important role of markets and organizations, as argued for example by Hayek (1945) and Arrow (1974), is to facilitate the transmission of information that is dispersedly held by its participants.”
A contextual examination of new venture performance: entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism (2007, background): “Further, the availability of quality information for rational-decision making tends to be more abundant in stable environments (Hayek, 1945), thus favoring heterogeneous top management teams who are led by empowering leaders.”