Sociologists contend that industries can be importantly characterized as sets of interlocking producer positions. This paper argues that this distinctively relational conception of a market represents a powerful framework for depicting and analyzing the process of technical change.
Dual-process models share a subset of beliefs about the quest for knowledge, opinions, and understanding. Each section of this chapter explores a theme that is common to these models, and traces some of the historical roots of the assumptions made concerning human epistemology. Four themes are explored: the construction of knowledge; producing meaning and closure through removing doubt; preparing for action and experiencing control; and the notion of limited capacity and the least-effort principle.
Gillinson lectures to a class at London Business School. He describes the main challenges in running an orchestra, including developing artistic vision, recruitment, and issues of self-governance and leadership.
We perform an econometric investigation of the contribution of pharmaceutical innovation to mortality reduction and growth in lifetime per capita income. In both of the periods studied (1970-80 and 1980-91), there is a highly significant positive relationship across diseases between the increase in mean age at death (which is closely related to life expectancy) and rates of introduction of new, priority' (as defined by the FDA) drugs.
In The Boundaryless Organization, a world-class team of management experts showed how leading companies were becoming more flexible, innovative, and competitive by breaking the barriers that limit the free flow of resources and information. Now, The Boundaryless Organization Field Guide gives executives, managers, and HR professionals the guidance and resources they need to make their own organizations boundaryless. This hands-on kit includes materials based on the acclaimed WorkOut process initiated at General Electric.
Beneath the pounding of the percussion and sonority of the strings, beyond the reach of the conductor's gesticulations and exhortations, behind the serenity of the crowd's spirit looms the daunting, incessant, and necessary process of funding a symphony orchestra, of creating and maintaining a public for its music.
Faced with turbulent national and international environments, entire U.S. industries-most notably steel and automobiles-have revealed a distinct propensity to overlook radically new types of competitors, cling to traditional technologies, and remain mired in similar, yet outdated, strategic postures. In this article, we ascribe the adaptive failures of entire industries not only to the micro-cultures of single organizations, but also to what we term inter-organizational "macro-cultures"-relatively idiosyncratic beliefs that are shared by managers across organizations.
Riding the crest of recent artistic and organizational successes, this self-governing symphony orchestra now confronts the challenge of engendering a culture in which, in the words of the managing director, "everyone in the orchestra is constantly thinking, how can we make this better?"
Why do some new ventures succeed while others fail? What is the essence of entrepreneurship? Who is most likely to become a successful entrepreneur and why? How do entrepreneurs make decisions? What market, regulatory, and organizational environments foster the most successful entrepreneurial activities? Entrepreneurship research is plagued by these and other fundamental unanswered questions, for which there does not exist a cohesive explanatory, predictive, or normative theory.