nep-cul New Economics Papers
on Cultural Economics
Issue of 2025–08–25
three papers chosen by
Roberto Zanola, Università degli Studi del Piemonte Orientale


  1. Nécessaire contribution des industries culturelles et créatives au développement économique du Togo By KOUTOM, Essohanam
  2. The Contribution of Organizational Culture to the Dynamics of Organizational Learning: A Theoretical Literature Review By Hind El Mazyani; Loubna Belmourd; Yousra Bey
  3. Culture and Social Organizations in the Great Reversal: Europe and China, 1000-2000 By Avner Greif; Joel Mokyr; Guido Tabellini

  1. By: KOUTOM, Essohanam
    Abstract: This study aims to shed light on the contribution of cultural and creative industries, especially the film and audiovisual sector, to the economic development process in Togo. To achieve this objective, the present research primarily employed a mixed methodological approach, combining qualitative and quantitative methods. Additionally, it focused on United Nations Conference on Trade and Development (UNCTAD) data related to the creative economy (film, audiovisual, etc.). Our results highlight that cultural and creative industries have the potential to play a significant role in Togo's economic growth, provided they receive adequate support. Therefore, it is imperative to continue and intensify efforts to support and develop cultural and creative industries.
    Keywords: Economic development, film, audiovisual
    JEL: Z11
    Date: 2025–07–22
    URL: https://d.repec.org/n?u=RePEc:pra:mprapa:125706
  2. By: Hind El Mazyani (Université Mohamed V de rabat-Maroc); Loubna Belmourd (Université Mohamed V de rabat-Maroc); Yousra Bey (Université Mohamed V de rabat-Maroc)
    Abstract: In an era shaped by globalization and digital transformation, organizations must enhance their collective learning capabilities to stay competitive. Organizational learning-now recognized as a critical strategic asset-relies on several factors, among which organizational culture is particularly influential. Culture plays a pivotal role in shaping how knowledge is generated, disseminated, and absorbed within organizations. Depending on its underlying values and norms, it can either foster or impede the dynamics of learning. This study investigates how different organizational culture typologies influence learning processes by integrating two complementary theoretical lenses: dynamic capabilities (Teece et al., 1997) and organizational knowledge creation (Nonaka et al., 2000). Culture is operationalized through the Competing Values Model, which delineates four archetypal profiles-clan, hierarchy, market, and adhocracy. This theoretical and typological synthesis enables the formulation of targeted hypotheses about the distinct effects each cultural profile exerts on organizational learning dynamics.
    Abstract: À l'ère de la mondialisation et de la transformation numérique, les organisations doivent renforcer leurs capacités d'apprentissage collectif pour rester compétitives. L'apprentissage organisationnel — désormais reconnu comme un atout stratégique majeur — repose sur plusieurs facteurs, parmi lesquels la culture organisationnelle occupe une place déterminante. La culture joue un rôle central dans la manière dont les connaissances sont générées, diffusées et assimilées au sein des organisations. Selon les valeurs et normes qui la sous-tendent, elle peut soit favoriser, soit freiner la dynamique d'apprentissage. Cette étude examine comment les différentes typologies de culture organisationnelle influencent les processus d'apprentissage en mobilisant deux cadres théoriques complémentaires : les capacités dynamiques (Teece et al., 1997) et la création de connaissance organisationnelle (Nonaka et al., 2000). La culture est opérationnalisée à travers le modèle des valeurs concurrentes, qui distingue quatre profils culturels types : le clan, la hiérarchie, le marché et l'adhocratie. Cette synthèse théorique et typologique permet de formuler des hypothèses ciblées sur les effets différenciés que chaque profil culturel exerce sur la dynamique d'apprentissage organisationnel.
    Keywords: Organisationskultur, Organisationales Lernen, Clan-Kultur, Marktkultur, Adhocratie-Kultur, Hierarchiekultur, Adhocracy Culture, Hierarchical Culture, Organizational Culture Organizational Learning Clan Culture Market Culture Adhocracy Culture Hierarchical Culture, Cultura organizacional, Aprendizaje organizacional, Cultura de clan, Cultura de mercado, Cultura de adhocracia, Cultura jerárquica, Culture organisationnelle, Apprentissage organisationnel, Culture de clan, Culture de marché, Culture d’adhocratie, Culture hiérarchique, Cultura organizzativa, Apprendimento organizzativo, Cultura del clan, Cultura di mercato, Cultura di adhocrazia, Cultura gerarchica
    Date: 2025
    URL: https://d.repec.org/n?u=RePEc:hal:journl:hal-05171532
  3. By: Avner Greif; Joel Mokyr; Guido Tabellini
    Abstract: Why did the industrial revolution occur in Europe and not in China, despite China being well ahead of Europe in terms of economic and technological achievements several centuries earlier? We revisit this long-standing question from a new perspective. We emphasize the importance of the different social organizations that diffused in these two parts of the world in the centuries that preceded the industrial revolution: kin-based organizations in China, vs corporations in Europe. We explain their cultural origins, and discuss how these different organizations shaped the evolution of legal systems, political institutions and human capital accumulation in these two parts of the world. Our main argument is that European corporations played a crucial role in the scientific and technological innovations that ultimately led to the industrial revolution.
    Keywords: industrial revolution, China, Europe, culture, institutions, organizations
    JEL: N00 P00
    Date: 2025
    URL: https://d.repec.org/n?u=RePEc:ces:ceswps:_12023

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