National targeting policies, high-technology industries, and excessive competition

Article Abstract:

The impact of national targeting policies on the competition structure in high-technology industries is explored. Analysis shows that state targeting policies in scale-sensitive and technologically intensive industries result in excessively competitive environments. There are three major reasons for this. One is that industrial targeting is usually motivated by factors other than the direct profitability of the targeted sector, leading to investment levels surpassing competitive levels. A second reason is that global market clearing mechanisms are not efficient, thereby engendering structural over-investment for long stretches of time. Finally, incumbent firms tend to not give up their market share and lower their capacity and output that correspond to the expansions dictated by the targeting actions of the state. Instead, they may choose to minimize costs or innovate at a faster rate to protect their competitiveness.

Standards, High technology industry, Industry regulations, Government regulation of business, Trade regulation

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The red queen in organizational evolution

Article Abstract:

An evolutionary model is developed and tested to forecast the consequences of competitive interactions among different organizations. This model involves competitive interaction among organizations with only a moderate ability to strategize. The limited response of a firm marginally raises the competition faced by its rivals, which then go through the same search and decision process, eventually boosting the competitive pressures challenging the first organization. This again compels learning in the first organization. This reciprocal system of causality, referred to in evolutionary theory as 'Red Queen,' is a significant factor in the evolution of competitive success and failure. Empirical testing reveals a Red Queen among banks in Illinois, with adaptive consequences found for recently experienced learning and maladaptive consequences for learning in the distant past of an organization.

Organizational behavior

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The strategic analysis of intangible resources

Article Abstract:

Intangible resources can provide capability differentials that may result in sustainable competitive advantage. Intangible resources range from assets such as trademarks and copyright to people-dependent factors such as organizational culture and corporate identity. A survey of 95 British CEOs reveals that most respondents consider employee know-how, product reputation and company reputation to be the most significant intangible resources in their firms' possession. The survey also shows that most respondents regard operations as the most important aspect of employee know-how.

Economic aspects, Surveys, Chief executive officers, Intangible property, Intangible assets

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