By Geoffrey M. Hodgson
Fresh occasions in japanese Europe have underlined the constraints of Marxian fiscal and political concept. during this selection of essays Hodgson topics Marxian monetary thought to severe exam and indicates which components keep their smooth relevance. After analysing the contribution of Sraffa, and indicating its serious power and theoretical barriers, Hodgson issues to a brand new synthesis embracing Marx, Keynes and Veblen.
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Extra resources for After Marx and Sraffa: Essays in Political Economy
71 Many companies already leased point-to-point lines to connect to a limited number of external parties, typically customers or suppliers. Extranets functionally resembled these private wide-area networks, but they were held to be more efficient. 72 But their potential impact was much greater. Because extranets ran on general Internet protocols, they again extended the reach of sponsoring companies. ’’ 73 With extranets, authorized outside partners thus gained access to internal corporate data via the Internet using their normal Web browsers rather than proprietary software.
2 Going Global: The Neoliberal Project in Transnational Telecommunications The telecommunications industry has been forced to sit up and take notice of cyberspace. But the Internet is only a leading element in the hurricane of destructive creativity that has cascaded through global telecommunications. At stake in this unprecedented transition to neoliberal or market-driven telecommunications are nothing less than the production base and the control structure of an emerging digital capitalism. As business users’ dependence on network systems grew more concerted, more multifaceted, and more extensive, an unparalleled telecommunications boom was triggered.
31 Throughout every area of economic activity, leading companies sought to integrate networks into core activities of production, distribution, marketing, and administration. S. 32 Rapidly evolving was an operational business infrastructure, mastery of which served to endow particular companies with widely remarked competitive advantages. Manufacturers from Boeing to General Motors raced to establish network systems, hoping to enhance their strategic capabilities by sharing corporate information resources inhouse among thousands of employees and, increasingly, also with customers and suppliers.