The process of national industrial regeneration and competitiveness

Article Abstract:

Convergence between two streams of research on national industrial regeneration and competitiveness is examined. These two traditions are management research and economics literature, which may be linked through insights from the emerging institutionalist school. Analysis suggests that individual firm behavior accounts for a large portion of national economic performance which is the basis for national competitive advantage. Competitive advantage, in turn, is generated by intra-firm processes in the context of inherent institutional arrangements which are its major determinants, and not demand, factor or structural conditions. The results suggest firm-specific contexts are nation-specific and difficult to change and that management skillsare not only technical and cognitive, but are also social and political. In addition, research on rejuvination strategies and focus on output rather than competitiveness is essential.

Methods, Competition (Economics), Strategic planning (Business)

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A practice-centered model of organizational renewal through product innovation

Article Abstract:

Product innovation provides a means for business organizations to renew themselves to gain a competitive edge in an environment characterized by fierce global competition, fragmented markets and continual technological innovations. A practice-centered model for corporate renewal through product innovation is developed. The model is based on the assumption that comprehension of corporate renewal can only come from understanding the practices that result in renewal, referring to the development and exploitation of knowledge so that ideas for new viable products may be generated. The model also shows the relationship among innovation, strategy and organizational design.

Models, Management, Innovations, Products, Organizational change, New products, Product introduction

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Understanding new markets for new products

Article Abstract:

A thorough appreciation of consumers' preferences and needs has a significant impact on the commercial success of new products. Despite continually being advised of this fact, new product developers often fail to do so. Certain organizational factors strongly affect the ability of developers to understand new markets. Three specific cycles of new market knowledge exist at all levels of organizations, and successful product development addresses each cycle completely.

Product development, Consumer preferences

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