“The power struggle within the firm determines which conception of control will dominate and how that conception will be translated into concrete strategies. The winners of this struggle will push the organization into a certain direction and maintain that direction as long as their strategies bring positive results.”

Source: The transformation of corporate control, 1993, p. 17

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Neil Fligstein40

American sociologist 1951

Lawrence K. Frank (1890–1968) American cyberneticist

Cited in: Atlee L. Stroup (1966) Marriage and Family: A Developmental Approach. p. 593
National Policy for the Family (1948)

“All large organizations have an internal power struggle over the goals and resources of the organization…. In the largest firms, there are two bases of control : formal ownership and authority. Those who own the firm control by virtue of ownership. Authority relations embedded in the organizational structure legitimate how managers can control organizations.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 10 ; As cited in: François L'Italien, BÉHÉMOTH CAPITAL. Contribution à une théorie dialectique de la financiarisation de la grande corporation. Université Laval, 2012. p. 147 (Many of the following quotes came from this source)

“A Britain which denounced the insanity of the nuclear strategy would be in a position to direct its influence at the United Nations and in the world at large, in a manner at present denied us”

Michael Foot (1913–2010) British politician

newspaper article, 1960.
1960s

“Property rights, governance structures and rules of exchange are arenas in which modern states establish rules for economic actors. States provide stable and reliable conditions under which firms organize, compete, cooperate and exchange. The enforcement of the laws affects what conceptions of control can produce stable markets. There are political contests over the content of laws, their applicability to given firms and markets, and the extent and direction of state intervention into economy. Such laws are never neutral. They favor certain groups of firms.”

Neil Fligstein (1951) American sociologist

Source: Markets as politics: A political-cultural approach to market institutions, 1996, p. 657

“The question always is, will it pay to bring an extra exchange transaction under the organizing authority? At the margin, the costs of organizing within the firm will be equal either to the costs of organizing in another firm or to the costs involved in leaving the transaction to be “organised” by the price mechanism. Business men will be constantly experimenting, controlling more or less, and in this way equilibrium will be maintained. This gives the position of equilibrium for static analysis.”

Ronald H. Coase (1910–2013) British economist and author

Source: 1930s-1950s, "The Nature of the Firm" (1937), p. 404

“Contend with the powers of nature, force them to the yoke of superior purpose. Free that spirit which struggles within them and longs to mingle with that spirit which struggles within you.”

Nikos Kazantzakis book The Saviors of God

The Saviors of God (1923)

“In a nutshell, Blue Ocean Strategy proposes that strategy can shape industry structure, whereas competitive strategy sees strategy as choosing the right position under given structural constraints. The field of strategy has been long dominated by a structuralist view; in other words, the idea that the industry’s structure is fixed. Strategy, as commonly practiced, tees off with industry analysis and is conventionally about matching a company’s strengths and weaknesses to the opportunities and threats present in the existing industry. Here, strategy becomes a zero-sum game where one company’s gain is another company’s loss, as firms are bound by existing market space.”

W. Chan Kim (1951) South Korean economist

"Interview with W.Chan Kim & Renée Mauborgne," in: Blue Ocean Strategy http://centres.insead.edu/blue-ocean-strategy/documents/e-ibosi2015.pdf, INSEAD document, 2015.

“I want to illustrate the concept of a solution in mixed strategies with a concrete example using real-world data, but I have not been able to find an appropriate one from Canadian politics.”

Thomas Flanagan (political scientist) (1944) author, academic, and political activist

Source: Game Theory and Canadian Politics (1998), Chapter 2, Game Theory, p. 30.

“The basic insight of the finance conception was that such a firm could be more tightly controlled by strict accounting. This progression does not imply, however, that one conception of control caused the emergence of its successor. New conceptions of control evolved out of key interactions among firms and between firms and the state.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 16

“The concept-systems of antithesis are concepts that are indeed thoroughly determined by negative predicates but are not positively representable.
Just because a precise and complete representation of these concept-systems is impossible, they are inaccessible to direct investigation and elaboration by our reflection. They may, however, be regarded as lying at the limit of the representable, i. e., we can form a concept-system lying within the representable, which passes over into the given system by simple change of magnitude ratio. By abstracting from the ratios of the quantities, the concept-system remains unchanged in case of transition to the limit. At the limit itself, however, some of the correlative concepts of the system lose their susceptibility of being represented, and those, indeed, that mediate the relation between other concepts.”

Bernhard Riemann (1826–1866) German mathematician

General Relation of the Concept System of Thesis and Antithesis
Gesammelte Mathematische Werke (1876)

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