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Pfadabhängigkeit: Über institutionelle Kontinuität, anfällige Stabilität und fundamentalen Wandel

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  • Beyer, Jürgen

Abstract

Das Pfadabhängigkeitstheorem hat sich zu einem wichtigen Erklärungskonzept der sozialwissenschaftlichen Forschung entwickelt. Jürgen Beyer führt die theoretische Debatte fort, indem er auf die Vielzahl möglicher Mechanismen hinweist, die einerseits institutionelle Kontinuität sichern können, andererseits jedoch auch die Abkehr von alten auf neue Pfade erlauben. Am Beispiel des Institutionenwandels im deutschen Corporate-Governance-System und des ökonomischen Wandels postsozialistischer Länder relativiert Beyer das Theorem.

Suggested Citation

  • Beyer, Jürgen, 2006. "Pfadabhängigkeit: Über institutionelle Kontinuität, anfällige Stabilität und fundamentalen Wandel," Schriften aus dem Max-Planck-Institut für Gesellschaftsforschung Köln, Max Planck Institute for the Study of Societies, volume 56, number 56.
    • Handle: RePEc:zbw:mpifgs:56
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    Cited by:

    1. Neuhoff, Karsten & Diekmann, Jochen & Kunz, Friedrich & Rüster, Sophia & Schill, Wolf-Peter & Schwenen, Sebastian, 2016. "A coordinated strategic reserve to safeguard the European energy transition," Utilities Policy, Elsevier, vol. 41(C), pages 252-263.
    2. Dolata, Ulrich, 2011. "The music industry and the internet: A decade of disruptive and uncontrolled sectoral change," Research Contributions to Organizational Sociology and Innovation Studies, SOI Discussion Papers 2011-02, University of Stuttgart, Institute for Social Sciences, Department of Organizational Sociology and Innovation Studies.
    3. Dolata, Ulrich, 2009. "Technological innovations and sectoral change: Transformative capacity, adaptability, patterns of change: An analytical framework," Research Policy, Elsevier, vol. 38(6), pages 1066-1076, July.
    4. Dolata, Ulrich, 2011. "Radical change as gradual transformation: Characteristics and variants of socio-technical transitions," Research Contributions to Organizational Sociology and Innovation Studies, SOI Discussion Papers 2011-03, University of Stuttgart, Institute for Social Sciences, Department of Organizational Sociology and Innovation Studies.

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