Neuroeconomics and the Firm
Show Less

Neuroeconomics and the Firm

Edited by Angela A. Stanton, Mellani Day and Isabell M. Welpe

The ideal firm has been studied over several centuries, yet little is known about what makes one successful and another fail. This pioneering book brings together leading researchers investigating the concept of the firm from a neuroscientific perspective.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 2: Risk and Ambiguity: Entrepreneurial Research from the Perspective of Economics

Angela A. Stanton and Isabell M. Welpe


Angela A. Stanton and Isabell M. Welpe We took risks. We knew we took them. Things have come out against us. We have no cause for complaint. Robert Falcon Scott, 1868–1912 INTRODUCTION As we are entering a new season of heated debates over the financial meltdown and try to point fingers to ‘who done it’, a key comment made in the Atlantic Magazine is apt to be shown here as one of the reasons why this chapter is of importance. Simon Johnson, professor at MIT Sloan School of Management and Chief Economist at the International Monetary Fund in 2007 and 2008, in his superb essay quotes Ben Bernanke saying in 2006 that ‘The management of market risk and credit risk has become increasingly sophisticated . . .. Banking organizations of all sizes have made substantial strides over the past two decades in their ability to measure and manage risks’. Johnson continues: ‘To date, the U.S. government, in an effort to rescue the company, has committed about $180 billion in investments and loans to cover losses that AIG’s sophisticated risk modeling had said were virtually impossible’ (Johnson, 2009, p. 50). Why are these sentences the introduction to this chapter? Both Bernanke and Johnson discuss ‘risks’ to be managed, controlled and modeled. But what they are really talking about are not risks but ambiguities. The differences are not semantics; they are referring to economic models that are not capable of modeling both risk and ambiguity. And this is one of the reasons for the...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.