Daniel Raff and Philip Scranton, “Silences, and Beginning to Fill Them”. In The Emergence of Routines, edited by Daniel M. G. Raff and Philip Scranton, (:, 2017)
Daniel Raff, “Learning from History”. In The Emergence of Routines, edited by Daniel M. G. Raff and Philip Scranton, (:, 2017)
Daniel Raff, “The Book-of-the-Month Club as a New Enterprise”. In The Emergence of Routines, edited by Daniel M.G. Raff and Philip Scranton, (:, 2016)
Daniel Raff (2013), How to Do Things with Time, Enterprise & Society.
Daniel Raff (2013), The Business of the Press, Oxford University Press, Chapter 5 (), pp. 190-216.
Daniel Raff (2013), Worldwide Expansion and Influence, Oxford University Press, Chapter 19 (), pp. 583-617.
Daniel Raff, Susan Wachter, Se Yan (2013), Real estate prices in Beijing, 1644 to 1840, Explorations in Economic History, 50 (), pp. 368-386.
Abstract: This paper provides the first estimates of housing price movements for Beijing in late pre-modern China. We hand-collect from archival sources transaction prices and other house attribute information from the 498 surviving house sale contracts for Beijing during the first two centuries of the Qing Dynasty (1644–1840), a long period without major wars, political turmoil, or significant institutional change in the Chinese capital. We use hedonic methods to construct a real estate price index for Beijing for the period. The regression analysis explains a major proportion of the variance of housing prices. We find that house prices grew steadily for the first half-century of the Qing Dynasty and declined afterwards in both nominal and real terms through the late eighteenth century. Nominal prices grew starting in the late eighteenth century and declined from the early nineteenth century through 1840. But these price changes occurred with contemporaneous price changes in basic measures of the cost of living: there was little change in real terms to the end of our period.
© 2013 Elsevier Inc. All rights reserved.
Daniel Raff, Naomi R Lamoreaux, Peter Temin (Working), Beyond Markets and Hierarchies: Towards a New Synthesis of American Business History.
Abstract: We sketch a new synthesis of American business history to replace (and subsume) that putforward by Alfred D. Chandler, Jr., most famously in his book The Visible Hand (1977). We see the broader subject as the history of the institutions of coordination in the economy, with the management of information and the addressing of problems of informational asymmetries representing central problems for firm- and relationship design. Our analysis emphasizes the endogenous adoption of coordination mechanisms in the context of evolving but specific operating conditions and opportunities. This naturally gives rise both to change and to heterogeneity in the population of coordination mechanisms to be observed in use at any moment in time. In discussing the changes in the population of mechanisms over time, we seek to avoid the tendency, exemplified by Chandler’s work but characteristic of the field, to see history of adoption in teleological rather than evolutionary perspective. We see a richer set of mechanisms in play than is conventional and a more complex historical process at work, in particular a process in which hierarchical institutions have both risen and, more recently, declined in significance.
Description: Reginald H. Jones Center for Management Policy, Strategy and Organization working paper.
Daniel Raff (2001), Risk Management in an Age of Change, Deloitte Touche Tohmatsu Global Financial Services Practice.
Abstract: The environment in which banks and other financial services industry firms operate was once very stable. It is now increasingly permeated with change. Enhanced performance demands make this change salient to high-level decision-makers. Many of the opportunities firms now face are path-dependent and this will continue to be so. For firms to make effective choices in such an environment, both competitive strategy and the strategy-making process must come to terms with opportunities which evolve over time. Old decision-making systems and attitudes are unhelpful in this and may even be impediments to good outcomes.
Risk inevitably features in getting these decisions right. All strategic decisions induce and impose constraints on the types of risk banks traditionally monitor and manage. This needs to be explicitly considered and is generally not. Strategic decisions also impose a new type of risk, detailed here, which also needs to be analyzed, monitored, and controlled. All these activities require changes, discussed in detail, both in decision-making protocols and in the organizational structures and routines supporting decision-making.
Daniel Raff and C. H. Fine, Internet-Driven Innovation and Economic Performance in the American Automobile Industry (:, 2001)
