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An Organizational Approach to the Design of Patent Law

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6 VERTINSKY FINAL_JAD (DO NOT DELETE) 2/27/2012 2:20 PM<br />

232 MINN. J. L. SCI. & TECH. [Vol. 13:1<br />

C. NORTH AND THE POLITICAL ECONOMY OF INSTITUTIONS<br />

North begins from a very different vantage point, and with<br />

different objectives in mind. He looks at different national<br />

economies as a whole, and explores differences in <strong>the</strong>ir paths <strong>of</strong><br />

economic development and opportunities that <strong>the</strong>y may have<br />

for changing <strong>the</strong>ir adaptive efficiency as new conditions arise. 92<br />

He focuses on <strong>the</strong> political economy <strong>of</strong> rule design and implementation,<br />

exposing <strong>the</strong> various limits <strong>of</strong> existing decision making<br />

structures and <strong>the</strong> influence <strong>of</strong> politics, unequal bargaining<br />

power, and ideologies on institutional change. 93 North’s work<br />

suggests <strong>the</strong> need <strong>to</strong> integrate <strong>the</strong> limitations <strong>of</strong> institutional<br />

capacity in<strong>to</strong> <strong>the</strong> analysis <strong>of</strong> rule design. 94 It is not just those<br />

subject <strong>to</strong> <strong>the</strong> rules, but also those designing and implementing<br />

<strong>the</strong> rules who are subject <strong>to</strong> bounded rationality and opportunism;<br />

<strong>the</strong>re is no implication that <strong>the</strong> resulting institutions are<br />

efficient. 95 Instead, ideas and ideologies play important roles in<br />

shaping institutions and in limiting possibilities for change. 96<br />

This suggests a second best approach <strong>to</strong> policy making, in<br />

which patent laws are selecting not only for <strong>the</strong>ir impact on organizational<br />

structure, but also for <strong>the</strong>ir robustness <strong>to</strong> special<br />

interests and <strong>to</strong> errors in implementation. 97 Thus, <strong>the</strong> emphasis<br />

in <strong>the</strong> organizational approach is on rule-making in a second<br />

best world.<br />

92. See Douglass C. North, Institutions, 5 J. ECON. PERSP. 97, 102–08<br />

(1991).<br />

93. See id. at 108–11.<br />

94. See Douglas C. North, New Institutional Economics and Development<br />

1 (1993) (Working Paper), available at http://www2.econ.iastate.edu<br />

/tesfatsi/NewInstE.North.pdf.<br />

95. Id.<br />

96. Id. at 7–8.<br />

97. See Kesan & Gallo, supra note 7, at 1341–42; Mark A. Lemley, Can<br />

<strong>the</strong> <strong>Patent</strong> Office Be Fixed? 1–3 (Stanford L. & Econ., Working Paper No. 396,<br />

2010), available at http://ssrn.com/abstract=1668203 (<strong>to</strong> access article, select<br />

One-Click Download); cf. Henry N. Butler & Larry E. Ribstein, Legal Process<br />

and <strong>the</strong> Discovery <strong>of</strong> Better Policies for Fostering Innovation and Growth 1–5<br />

(Ill. Program in L., Behavior, and Soc. Sci., Working Paper No. LBSS11–06,<br />

2011), available at http://ssrn.com/abstract=1739312 (<strong>to</strong> access article, select<br />

One-Click Download) (suggesting that jurisdictional choice principles could<br />

effectively address issues <strong>of</strong> special interest capture <strong>of</strong> policy through market<br />

principles).

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