Milton Friedman quote: “Prices perform three functions in organizing economic activity: first, they transmit information; second, they provide …”

“[Strategic account management programs include] special activities… such as pricing, products, services, distribution, and information sharing’ and that they involve ‘in addition to marketing and sales, functional groups such as manufacturing, research and development, and finance.”

Christian Homburg (1962) German academic

Source: "A configurational perspective on key account management", 2002, p. 40-42; as cited in Storbacka (2007)

“Why… are there any market transactions at all? Why not all production carried on by one big firm?… First, as a firm gets larger, there may be decreasing returns to the entrepreneur function, that is, the costs of organizing additional transactions within the firm may rise… Second, it may be that as the transactions which are organized increase, the entrepreneur fails to place the factors of production in the uses where their value is greatest, that is, fails to make the best use of the factors of production… Finally, the supply price of one or more of the factors of production may rise, because the "other advantages" of a small firm are greater than those of a large firm.”

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

Source: 1930s-1950s, "The Nature of the Firm" (1937), p. 394-5

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

David P. Norton (1941) American business theorist, business executive and management consultant

Source: The Balanced Scorecard, 1996, p. 5-6

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

Robert S. Kaplan (1940) American accounting academic

Source: The Balanced Scorecard, 1996, p. 5-6

“The widespread inability to understand technological artifacts as fabricated entities, as social and cultural phenomena, derives from the fact that in retrospect only those technologies that prove functional for a culture and can be integrated into everyday life are 'left over.' However, the perception of what is functional, successful and useful is itself the product of social and cultural--and last but not least--political and economic processes. Selection processes and abandoned products and product forms are usually not discussed.”

Johannes Grenzfurthner (1975) Austrian artist, writer, curator, and theatre and film director

Interview with Furtherfield http://www.furtherfield.org/displayreview.php?review_id=408

“Entrepreneurs often are organizational products… The capital required, human resources, space, information, permits and licenses are all provided, perhaps grudgingly, by existing organizations.”

John H. Freeman (1944–2008) (1944-2008) US-American sociologist and organizational theorist

John H. Freeman, "Entrepreneurs as Organizational Products: Semiconductor Firms and Venture Capital Firms," Advances in the Study of Entrepreneurship, Innovation, and Economic Growth, 1 (1986): 33-52

“Apart from their work and production, households perform other important economic functions. Most CONSUMPTION occurs within the household. … In developed capitalist economies, private consumption spending accounts for half or more of GDP.”

Jim Stanford (1961) Canadian economist

Part 2, Chapter 9, Reproduction (for Economists), p. 114 (Case as per text.)
Economics For Everyone (2008)

“The staff function in organization means the service of advice or counsel, as distinguished from the function of authority or command. This service has three phases, which appear in a clearly integrated relationship. These phases ^ are the informative, the advisory, and the supervisory.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 60

“Computers and robots replace humans in the exercise of mental functions in the same way as mechanical power replaced them in the performance of physical tasks. As time goes on, more and more complex mental functions will be performed by machines. Any worker who now performs his task by following specific instructions can, in principle, be replaced by a machine. This means that the role of humans as the most important factor of production is bound to diminish—in the same way that the role of horses in agricultural production was first diminished and then eliminated by the introduction of tractors.”

Wassily Leontief (1906–1999) Russian economist

Leontief (1983) " National perspective: The definition of problem and opportunity http://books.google.nl/books?id=hS0rAAAAYAAJ&pg=PA3", in: National Academies, The Long-term Impact of Technology on Employment and Unemployment: A National Academy of Engineering Symposium, June 30, 1983. p. 3.

“The time component of economic production became vital in Hayek’s work in economic theory. Essentially, his economic work could be said to rest on the idea that the price system is a method for coordinating economic activity through time.”

Alan O. Ebenstein (1959) American political scientist, educator and author

Hayek's Journey: The Mind of Friedrich Hayek (2003)

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