The restructuring of the Spanish integrated steel industry in the European panorama (1971–86): A lost opportunity

Spanish steelmaking policy in the 1970s and early 1980s was not especially different from that of the main European countries. The political transition was a tense experience that heightened the problems and made economic policy decisions harder to reach, but it did not cause a fundamental divergence from the rest of Europe. What made the steel restructuring policy fail and forced a new and costly restructuring in the 1990s, was the decision of the Socialist government, newly elected in 1982, to opt for maintaining the inland steelworks instead of the coastal steelworks. Its motives were related to the locations of these steelworks in socially and politically sensitive areas. The closure of Sagunto marked the end of the only real possibility of Spain having a competitive integrated steelworks in terms of its integration into Europe.     

The fable of the birth of the Japanese automobile industry: A reconsideration of the Toyoda–Platt agreement of 1929

In discussing the birth of the Japanese automobile industry, most researchers and journalists put the Toyota Motor Corporation and the Toyoda–Platt Agreement at centre-stage. It has been widely asserted that the one million yen (¥100,000) that was received as a result of the Agreement provided Kiichiro Toyoda with the means to begin his research on the automobile. But the historical evidence does not support this legendary story, and in many ways contradicts it. This article aims to set the historical record straight.     

The regulatory challenge to branding: An interpretation of UK competition authority investigations 1950–2007

Abstract

Branding is a necessary and important business tool. This study, however, examines whether branding can constitute an anticompetitive act. While most markets and firms do not undertake anticompetitive actions, being identified as such can result in a wide range of negative outcomes. To explore this low-frequency yet high-risk outcome, this study assesses how branding has been perceived to be anticompetitive by the UK competition authorities. This assessment is undertaken by examination of all UK competition law regulatory decisions undertaken over the period 1950–2007 by the UK competition authorities. From this assessment, it is observed that branding can facilitate excessive pricing, requires vertical restraints, and can lead to consumer confusion; all potentially anticompetitive acts. The competition regulatory decisions focused on branding issues are demonstrably different from regulatory decisions without branding concerns and involve larger, often manufacturing, firms, which operate in more concentrated markets. It is concluded that comprehension of competition law needs to be disseminated more widely amongst marketing communities and greater reference to business and marketing theory should be made by competition law agencies to assist the comprehension of marketing techniques such as branding.     

Business and State in the development of the steel industry in Spain and Italy (c.1880–1929)

In the mid-nineteenth century, the Spanish and Italian steel industries were significantly less developed than those of the more advanced countries in Europe. From the mid-1880s, heavy industry in these two countries experienced considerable growth, particularly the steel sector, due to two very different strategies. In the case of Italy, state intervention was so frequent and significant that it has even been referred to as an early state capitalism. In Spain, on the other hand, the sector’s development was based principally on the private initiative. This article seeks to shed light on the interaction between government institutions and business organisations in the implementation of the development strategies of the two countries.     

The breakdown of the workplace ‘family’ and the rise of personnel management within an Australian financial institution 1950–1980

The management of its people defines the way in which an organisation develops the capabilities to successfully compete in the market environment. Since the 1950s, approaches to staff management have evolved from traditional bureaucratic foundations to strategic planning exercises. This article uses a case study approach to investigate the way in which the process of organisational learning evolved in the development of personnel management practices. It suggests that although old and new practices were often overlaid on each other, ‘bridges’ developed which allowed the progressive development of new managerial processes.     

Cartels and norms in the Swedish steel industry 1923–1953

This article discusses the reasons for cartel stability by using the Swedish Steel Casting Cartel as an example. Previous research points out organisational structure and the ability to deal with exit entry and cheating as crucial for stability. In this article, the development of social norms, morally legitimised within the cartel, is discussed as a possible explanation for cartel stability. The organisational structure developed was flexible enough to deal with problems of exit entry and cheating. The discussions on quotas and prices led to a common view on fair prices. The conclusion is that the organisational structure can partly explain why the Steel Casting Group was relatively stable but that there are indications that the development of common social norms related to the value of fairness was also an important explanatory factor.     

Japanese business culture: the government,mainstream enterprises and ‘mavericks’ in the steel industry

Some scholars have argued that Japanese business epitomizes organized capitalism, and no-one would deny that the government and trade associations were pivotal in the distinctive development of Japanese capitalism. But it is frequently emphasized that competition between firms was fierce. One interpretation is that Japanese firms co-operated in developing technologies, and also collaborated in pricing policy, output allocation and capital investment. This collaborative endeavour gives the impression of a business environment that was static and collusive. By contrast individual firms competed aggressively in the improvement of the product quality, in productivity and in marketing. Infrequently a few determined firms refused to follow government guidance and openly challenged it. Two examples, Kawasaki Steel in 1950 and Sumitomo Metal in 1965, require a wider perspective than business-government relationships. It is the triangular matrix of government, mainstream firms, and ‘mavericks’ that has to be considered. Mainstream firms have a close relationship with government and try to impede the aggressive behaviour of ‘mavericks’. Exploring these tripartite interactions is crucial to any understanding of Japanese industry.     

The managing of competition: Government and industry relationships in the jute industry 1957–63

This paper examines the development of the 1963 court case brought by the Board of Trade's Restrictive Trading Agreements Office against jute manufacturers, in order to examine the impact of the newly introduced competition policy for government–business relationships. Government's active enforcement of competition marked an important change in the direction of industrial policy in the UK and the jute industry was one of the cases to be examined.     

Making ‘Green Giants’: Environment sustainability in the German chemical industry, 1950s–1980s

Best known for their role in promoting the South Sea Bubble, the proprietors of the Sword Blade Company were involved in an audacious debt-for-equity swap more than 15 years earlier. Close study of this demonstrates the deployment of some of the same financial and rhetorical techniques albeit on a more modest scale. It also throws light on the operation of early financial markets in London, and the opportunities that existed for financiers to exploit the porous barrier between the public and private financial spheres, while underlining the instability of institutional architecture during the financial revolution.     

What to Learn from the Japanese? The Process of Japanese-Style Management Transfer to China

Many Chinese and Japanese believe that Japanese-style management methods are a vital factor in establishing the international competitiveness of ‘Japanese-Funded Enterprises’ in China, and both sides thus favour the transfer of such methods to China. This contribution considers three basic questions about the process of this transfer: what kind of Japanese-style management methods have been transferred to China, how has this transfer been effected, and what problems have hindered the transfer? It is argued that many ideas in Japanese-style management draw upon material from ancient China. A detailed case study is presented of a Sino–Japanese joint venture in the fashion industry in Beijing, outlining in some depth the venture's management skills training programme, both to show the kinds of methods which are being introduced and how this introduction is being handled. Finally, there is a brief discussion of the dificulties of assimilating Japanese-style management methods in China, which highlights the importance (for the Chinese) of learning the ‘essence’ of Japanese management.     

The community dynamics of entrepreneurship: The birth of the american film industry, 1895–1929

This paper provides insight for practitioners by exploring the collective process of entrepreneurship in the context of the formation of new industries. In contrast to the popular notions of entrepreneurship, with their emphasis on individual traits, we argue that successful entrepreneurship is often not solely the result of solitary individuals acting in isolation. In many respects, entrepreneurs exist as part of larger collectives. First and foremost, there is the population of organizations engaging in activities similar to those of the entrepreneurial firm, which constitute a social system that can affect entrepreneurial success. In addition, there is also a community of populations of organizations characterized by interdependence of outcomes. Individual entrepreneurs may be more successful in the venturing process if they recognize some of the ways in which their success may depend on the actions of entrepreneurs throughout this community. Thus, we urge practitioners and theorists alike to include a community perspective in their approach to entrepreneurship. We also suggest that one way of conceptualizing the community of relevance might be in terms of populations of organizations that constitute the value chain. For example, in the early film industry a simple value chain with three functions—production, distribution, and exhibition—is a convenient heuristic for considering what populations of organizations might be relevant. As we show in our case study of that industry, a community model offers insights into the collective nature of entrepreneurship and the emergence of new industries.Our basic thesis is that the role of entrepreneurship in the creation of new industries can be conceptualized in terms of the dynamics of a community of organizational populations. At least three implications of this view may be important for practitioners. First, the kind of widespread and fundamental economic and social change that has often been linked with entrepreneurship requires a variety of behaviors. While most definitions of entrepreneurship have recognized that entrepreneurship requires the introduction of innovation, they have tended to ignore the importance of behaviors that subsequently support that innovation. To encompass these important behaviors, we believe that a broad definition of entrepreneurial behaviors is justified. To capture this, the framework of entrepreneurial behaviors that we develop includes the variety of behaviors that are important to the success of a collective process of entrepreneurship. We believe that recognition of a variety of different behaviors that are important to the success of the entrepreneurial process can help practicing entrepreneurs to understand more fully the complex dynamics of new industry creation. In terms of our framework, the range of behaviors of potential importance to entrepreneurship includes all of the following: creating a firm that innovates, creating a new business that imitates the practices of others, innovating within an existing business, and imitating by creating change in an existing business. In addition, we recognize that the kinds of innovative change that support entrepreneurship in the context of new industry creation are not narrowly technological; other kinds of product and service changes as well as administrative innovations may also be relevant.Second, entrepreneurship in one part of the community often creates the opportunity for entrepreneurial activity elsewhere in the community. For example, the founding of movie palaces did not begin until feature length films appeared. The challenge for entrepreneurs is to recognize these opportunities and act on them. Third, and related, the long-term success of entrepreneurial behaviors in one population of the community frequently requires that supportive entrepreneurial behaviors occur in other populations in the community. For example, the success of feature length films was hastened by the development of distribution organizations to replace traveling shows and localized markets. Their success was also hastened by the movement away from nickelodeons towards larger, more comfortable exhibition outlets, such as theaters and show palaces. When the interdependence among populations in the community is stated this way, another challenge to entrepreneurs becomes clear: the facilitation and encouragement of supportive behaviors in other populations.We are not the first to propose that the community is important, but we contribute to this idea by showing in a specific context how various types of behaviors interact and ultimately promote entrepreneurship throughout the community. Our contribution for practitioners is twofold. We would urge practitioners to consider the variety of behaviors necessary to create, reinforce, and maintain fundamental and widespread change. Further, we would suggest that practitioners consider how activities in a broad community of organizations can set the stage for entrepreneurship and have a high impact on its ultimate success or failure. Thus, we would suggest that practitioners who seek to innovate should search broadly for opportunities and understand the importance of relations with businesses elsewhere in the community. The success of their entrepreneurial efforts may depend on the occurrence of supportive entrepreneurial changes in those businesses as well. Their ability to do this will be enhanced by a broad understanding of entrepreneurial behaviors and sensitivity to the opportunities that their entrepreneurial behaviors may create for others.     

The contests for power and influence over the regulatory space within the English professional football industry, 1980–2012

This study draws on the concept of ‘regulatory space’ to analyse the evolution of financial regulation of professional football clubs in England over the past 30 years. It begins by setting out the institutional context and, in particular, the internal governance structure of the Football Association. It then discusses three periods that demonstrate how the regulatory environment is characterised and shaped by different organisations, particularly the football authorities. It concludes by arguing that appropriate financial regulation is unlikely to occur under the following four circumstances: where internal governance structures of regulatory bodies are constituted in such a way as to inhibit the process of decision-making; where powerful actors maintain control of significant financial resources and have a desire to limit financial regulation; where minor actors do not have sufficient power and leverage; and where the government is unwilling to intervene and use legislation.     

The “end game” of the enlargement of the European Union

The process of enlargement would be facilitated if the EU and the candidates were less concerned about the date of accession and more keen to focus their efforts instead on identifying ways, on the one hand, to translate collective benefits into individual national benefits so that all member states would support enlargement and, on the other, to assess the readiness of the candidates with more precise criteria. Because of the nature of the negotiations, these two apparently unrelated problems are de facto interconnected. One way for the successful completion of the accession negotiations is for these two issues to be formally de-linked. The author, who is also acting as advisor to the Chief Negotiator of a candidate country, writes here in a strictly personal capacity. He wishes to acknowledge the very helpful comments received from Edward Best, Rita Beuter, Frank Bollen, Tom Casier and Antti Kuosmanen. Naturally, he is solely responsible for the views expressed in this paper.     

Cooperation between business associations and the government in the Korean cotton industry, 1950–70

The Korean government intended to promote the cotton industry, and expected that the industry would play a positive role to decelerate the inflation rate and increase exports during 1950–70. However, the ability of Korean public servants to develop the industry was insufficient. Korea had a powerful business association in the industry, the Spinners and Weavers Association of Korea (SWAK), which did have enough organisational resources. The government asked SWAK to support its policies, and SWAK cooperated with the government with good results. SWAK did not simply implement government policies in the business world, but was a partner of the government in accomplishing targets.     

Between the firm and the market: An international comparison of the commercial structures of the cotton industry (1820–1939)

This article describes the ways in which cotton goods were commercialised during the nineteenth century and the first third of the twentieth. Several national cases are analysed: Britain as the Workshop of the World; France, Germany, Switzerland and the US as core economies; Italy and Spain as countries on the European periphery; and Japan as a successful export latecomer. The main question that we address is why some cotton industries vertically integrated their production and selling processes, but others did not. We present a model that combines industrial district size and product differentiation to explain why vertical integration was present in most cases and why there was vertical specialisation of production and selling in Lancashire, Lowell and Japan.     

The response of the ‘new consumer’ to promotion in the transition economies of the former Soviet Bloc

Before the collapse of communism, promotion in the former Soviet Bloc functioned more as either propaganda or generic information rather than what marketers would call marketing. Today’s “new consumer” in these transition economies, however, is being forced to integrate Western-style promotion with traditional suspicion of marketing, all in systems that have transitioned more in some countries of the region than others. What does this mean for the multinational marketer? What old and new characteristics of the consumers in that region will force marketers to adapt their approach to promotion? Through research propositions this conceptual paper explores major themes of consumer behavior specific to the transitioning economies of the area, proposing, rather than answering, the right questions marketers need to ask about new target markets. For managers, the article offers implications and recommendations derived from these questions.     

The role of commitment on the customer benefits–loyalty relationship in mobile service industry

The purpose of this study is to identify appropriate combinations between various types of commitment and benefit, to induce and enhance loyalty behaviours, such as customer retention, cross-selling, and customers' positive word-of-mouth, in a matured service market. The results show that functional and economic benefits have significant effects on customer retention through calculative commitment, while experiential and symbolic benefits significantly affect cross-selling and positive word-of-mouth via affective commitment. Normative commitment mediates the relationship between affective commitment and customer retention. The implications of these findings for loyalty management strategy related with service benefits and type of commitment are discussed. Limitations and recommendations for future research are also presented.     

Restructuring of the Danish pork industry: The role of mergers and takeovers, 1960–2010

This article examines the origins and effects of the evolution of the Danish pork industry characterised by three main merger waves resulting in 43 realised mergers and takeovers. The findings illuminate – in contrast to the traditional strategically motivated rationale – that the majority of the mergers were realised by cooperatives due to the inability to give the pig farmers competitive yearly refunds vis-à-vis local competitors, to financial difficulties or to the lack of investment capability of one of the merging parties. Despite a high-risky strategy, mergers and takeovers became the preferred consolidation mean due to capital constrains and the ‘close’ ownership structure of the cooperatives. Moreover, the study demonstrates that the outcomes of the M&A activities were generally positive.     

The impact of the deregulation of retail hours on shopping trip patterns in a mall hierarchy: an application of the RASTT model to the Sydney Project (1980–1998) and the global vacant shop problem

The impact of the deregulation of trading hours on trips to planned shopping centres is studied using the retail aggregate space-time trip (RASTT) model, where changes in consumer spatial behaviour are analysed at three malls in seven year periods (1980/82, 1988/89, 1996/98) in Sydney, Australia (The Sydney Project). After effective deregulation in 1992, the subsequent repeat samples in a hierarchy of shopping malls show significant structural change in only the afternoon samples at community and regional planned shopping centres. The results show a substantial increase in the attractiveness of planned shopping centres over traditional retail centres, where less consumers are shopping locally. There was a shift in spatial demand towards Sunday for ‘small centre’ behaviour and the appearance of high frequency regular trips to the regional planned centre. The RASTT model suggests that these changes in the structure of consumer behaviour are a result of moving the time boundary to seven days-a-week shopping at these centres. These structural changes may account for the on-going long term vacant shop problem that has manifested itself under shopping hour liberalisation in south east Australian, British and Canadian traditional retail hierarchies in the 1990s.