This book is about the modern corporation. It is a tale of self-organizing complexity, morality, efficiency, property rights, knowledge, and freedom. One of the most intriguing questions that never gets properly answered by modern economics is this: if blind market forces are able to overcome human fallibility, why do we need to prescribe so many efficiency-maximizing norms? Our conventional wisdom is imbued with three myths stemming from our inability to reconcile the so-called invisible hand with the unwavering belief in optimization by design.The first myth would have us believe that the modern corporation, based on property rights and enforceable contracts, is reducing transaction costs, minimizing risk, and maximizing wealth. While economists credit corporate managers with devising clever profit maximization schemes, the real consequences of human agency can be hardly understood or predicted. Like any other self-referential, complex system, society has a natural tendency to develop nested hierarchical structures, and the modern corporation is but a living proof of this implacable reality. It learns to adapt to its environment in order to survive, and then it withers away; not by design, but by inevitability.The second myth would have us believe that profits and morality are disconnected from each other because they are subject to different constraints. It would appear that maximizing profits says nothing about fairness, and maximizing fairness says nothing about profits. This belief is based on a fundamental fallacy that views morality as the process of choosing between right and wrong based on rational debates and logical arguments. Because social systems are self-referential, logic and rationality alone cannot cope with the undecidable consequences of our actions; to spare us form severe mental distress, evolution has endowed us with cognitive biases and social emotions to assist our decisions making. More specifically, we are equipped with strong instincts to play an iterated TIT FOR TAT that in the long run engenders group cohesion. The apparent conflict between profits and ethics is due to the difficulties we have in reconciling the rich and intense emotions we experience when engaging in tribal collaboration, and the lame performance metrics we devise to account for this experience.The third myth would have us believe that expanding the dominance of private ownership over knowledge will continue to ensure unabated economic growth, just as it happened during and after the industrial revolution. Exclusive ownership rights and the smokestack corporation represent social adaptations to an economy dominated by goods that are mostly tangible. Knowledge, communication, and culture are intangible, public goods that require a new paradigm. Self-organizing, peer-production networks and non-exclusive rights are more suitable adaptations because they are better at capturing the creative potential of the entire society, and deliver higher quality products. When human capital becomes the most important economic resource, the separation between ownership and control is no longer tenable, unless we revert to slavery and servitude. In order to thrive, peer-production needs a robust public domain and a strong civil society from which to draw its strength and resources. As long as we need to sleep, eat, dress, and drive, the industrial-era corporation and the traditional manager will still endure. Allowing them to control knowledge and culture, however, will interfere with our self-ownership and will undermine our most basic liberties and freedoms.This book presents a bold vision of the modern corporation, one that some might find unsettling, for it calls into question the real implications of human agency, and the very notion of economic efficiency.
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