Skip Navigation

Industrial and Corporate Change 2006 15(1):173-202; doi:10.1093/icc/dtj010
This Article
Right arrow Full Text
Right arrow Full Text (PDF)
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to My Personal Archive
Right arrow Download to citation manager
Right arrowRequest Permissions
Google Scholar
Right arrow Articles by Dosi, G.
Right arrow Articles by Grazzi, M.
Right arrow Search for Related Content
Related Collections
Right arrow B52 - Institutional; Evolutionary
Right arrow D21 - Firm Behavior
Right arrow D23 - Organizational Behavior; Transaction Costs; Property Rights
Right arrow D24 - Production; Cost; Capital and Total Factor Productivity; Capacity
Right arrow J24 - Human Capital; Skills; Occupational Choice; Labor Productivity
Right arrow O33 - Technological Change: Choices and Consequences; Diffusion Processes
Social Bookmarking
 Add to CiteULike   Add to Connotea   Add to Del.icio.us  
What's this?

© The Author 2006. Published by Oxford University Press on behalf of Associazione ICC. All rights reserved.

Technologies as problem-solving procedures and technologies as input–output relations: some perspectives on the theory of production

Giovanni Dosi

Marco Grazzi

Correspondence: Giovanni Dosi, Sant’ Anna School of Advanced Studies, Pisa, Italy. e-mail: gdosi{at}sssup.it

Correspondence: Marco Grazzi, The Wharton School, University of Pennsylvania. e-mail: grazzi{at}sssup.it

In this work, inspired by Winter (2006), in fact of vintage 1968, we discuss the relation between three different levels of analysis of technologies, namely as (i) bodies of problem-solving knowledge, (ii) organizational procedures, and (iii) input–output relations. We begin by arguing that the "primitive" levels of investigation, "where the action is," are those which concern knowledge and organizational procedures while in most respects the I/O representation is just an ex post, derived, one. Next, we outline what we consider to be important advances in the understanding of productive knowledge and of the nature and behaviors of business organizations which to a good extent embody such a knowledge. Finally, we explore some implications of such "procedural" view of technologies in terms of input–output relations (of which standard production functions are a particular instantiation). We do that with the help of some pieces of evidence, drawing both upon incumbent literature and our own elaboration on micro longitudinal data on the Italian industry.


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us    What's this?


This article has been cited by other articles:


Home page
Cambridge J EconHome page
G. Bottazzi and M. Grazzi
Wage-size relation and the structure of work-force composition in Italian manufacturing firms
Camb. J. Econ., September 15, 2009; (2009) bep046v1.
[Abstract] [Full Text] [PDF]


Home page
Cambridge J EconHome page
G. Dosi and M. Grazzi
On the nature of technologies: knowledge, procedures, artifacts and production inputs
Camb. J. Econ., July 1, 2009; (2009) bep041v1.
[Abstract] [Full Text] [PDF]


Home page
Ind Corp ChangeHome page
J. J. Kruger
Productivity dynamics and structural change in the US manufacturing sector
Ind. Corp. Change, August 1, 2008; 17(4): 875 - 902.
[Abstract] [Full Text] [PDF]


Home page
Ind Corp ChangeHome page
G. Dosi, J.-L. Gaffard, and L. Nesta
Schumpeterian themes on industrial evolution, structural change and their microfoundations: an introduction
Ind. Corp. Change, August 1, 2008; 17(4): 601 - 609.
[Full Text] [PDF]



Disclaimer: Please note that abstracts for content published before 1996 were created through digital scanning and may therefore not exactly replicate the text of the original print issues. All efforts have been made to ensure accuracy, but the Publisher will not be held responsible for any remaining inaccuracies. If you require any further clarification, please contact our Customer Services Department.