Competitive analysis

Despite the strategic importance of understanding competitive structure and the dynamics of competitive behavior, there has been almost no empirical study of how managers perform these analyses. We provide a conceptualization of how competitive analyses can be framed by decision makers and for researching how human biases in decision making and corporate culture impact on the nature and use of competitive analysis information.We are grateful for the comments of George Day, Peter Dickson, Pete Fader, Don Lehmann, Rajan Varadarajan, and David Wheaton on an earlier version of this paper.     

The Triple C approach to local industrial policy

In both developed and developing countries there is mounting evidence that clustering and networking help small- and medium-sized manufacturers to raise their competitiveness. The role of public policy in this process is less clear. The European experience suggests that local and regional government can play an important role. Equally, if not more, interesting experiences can be found in developing countries. Their analysis constitutes the core of this paper. The lessons can be summarized as the “Triple C” which stands for customer-oriented, collective and cumulative.     

Inward Investment and Technical Progress in the United Kingdom Manufacturing Sector

This paper investigates the impact of direct investment by foreign‐owned companies on technical progress and hence labour productivity in the UK manufacturing sector. Using an industry‐level panel data set we find that foreign‐owned firms have a significant positive effect on the level of technical efficiency in domestic firms. There is evidence of significant intra‐industry and inter‐industry spillovers from inward investment. These findings remain robust even when other factors such as imports and domestic R&D expenditures are allowed for. Inward investment appears to be a much more important source of technical progress than foreign trade.