New product strategy, structure, and performance in two environments

The relationships among environment, strategy, structure, and performance in the context of new product development are examined. The “fit” of strategy and structure to environment is found to be better modeled as a moderator of strength. Overall, the results support the importance of environment, strategy, and structure for the performance of new products. The basic conclusions are that the new product profile has a stronger positive effect on performance for nondominant competitors than for dominant competitors, whereas for dominant competitors, speed and first-to-market strategies are more important to long-term success.     

Economic Development in the Shadow of the Consensus: A Strategic Decision-Making Approach

Founded on an interpretation that is rooted in localities andtheir communities, we offer a move from the inevitability ofuneven development. Analysis of past and present theory is framedin terms of decision-making. It is argued that ‘external’decisions may constrain localities in their development, whilereflecting the agendas of outside agents, corporations and otherorganisations. A dual approach to development is suggested,that would work in the shadow of the Washington and/or post-WashingtonConsensus to build a learning process of democratic engagement,and move towards redressing the decision-making balance in favourof localities. Examples from South Africa and Nicaragua illustrateour arguments.