1 Some Theory of Systemic Change and Transformation.- 2 Efficiency and Power as Stimuli of Institutional Change.- 3 Network Evolution.- 4 Economic Transformation Processes: Political Possibilities and Social Limitations.- 5 The Dynamics of Economic Systems, or How to Transform a Failed Socialist Economy.- 6 Informal Constraints, Culture, and Incremental Transition from Plan to Market.- 7 The Time Dimension of the Transition of Economic Systems.- 8 The Federal and Fiscal Structures of Western Democracies as Models for a Federal Union in Former Communist Countries?.- 9 On the Social and Economic Consequences of Institutional Transformation in Eastern Europe.- 10 Problems of Systemic Transformation in Eastern Europe: Instability, Inefficiency, and Restricted Options.- 11 On Some Barriers to Transition.- 12 Transition to the Market: Theory and Evidence.

Between 1989 and 1992 three colloquia on transformation problems were held at the Ludwig-Reimers-Stiftung, Bad Homburg. At the end of the 1980s the collapse of the Soviet-type socialist economic system had become clear and, hence, the necessity to transform these systems into an entirely different eco­ nomic order. Similar processes have happened and still happen in other his­ torical constellations, for instance in developing countries. It has been the aim of the Transformation Colloquium to gain more theoretical insight into these phenomena. The object of research has been transformation defined as transition from a given economic order (socialist planned economy e.g.) to a consistent new or­ der (market economy). This is a highly complex phenomenon which occurred, above all, during the 20th century: introduction and abolition of socialist sys­ tems, transition from war economies to peace-time market economies. Histori­ cal experience allows perhaps for certain generalizing abstractions. The central problem discussed at all (up to now) three colloquia is the question whether the object is amenable for theoretical analysis and which approaches eventually are promising.