Stressing verbal logic rather than mathematics, Israel M. Kirzner provides at once a thorough critique of contemporary price theory, an essay on the theory of entrepreneurship, and an essay on the theory of competition. Competition and Entrepreneurship offers a new appraisal of quality competition, of selling effort, and of the fundamental weaknesses of contemporary welfare economics.
Kirzner's book establishes a theory of the market and the price system which differs from orthodox price theory. He sees orthodox price theory as explaining the configuration of prices and quantities that satisfied the conditions for equilibrium. Mr. Kirzner argues that it is more useful to look to price theory to help understand how the decisions of individual participants in the market interact to generate the market forces which compel changes in prices, outputs, and methods of production and in the allocation of resources.
Although Competition and Entrepreneurship is primarily concerned with the operation of the market economy, Kirzner's insights can be applied to crucial aspects of centrally planned economic systems as well. In the analysis of these processes, Kirzner clearly shows that the rediscovery of the entrepreneur must emerge as a step of major importance.

The United States appears among the top entrepreneurial economies and ranks third on the GEDI. It performs very well on the aspirations sub-index but lags somewhat on the attitudes and activity sub-indexes. This book examines the performance of the United States on the Global Entrepreneurship and Development Index (GEDI), which captures the contextual features of entrepreneurship.

By tracing the evolution of South Korean state-led capitalism and comparing it with other economies, this book critiques prevalent theories including neoliberalism, the developmental state, and institutionalism, and proposes a theoretical alternative focusing on endogenous changes through elites' competition within and outside the state. Unlike the arguments of neoliberals, this volume asserts that the state can still play an active role in reconstituting the national economy through globalization. The Korean state successfully fosters economic growth by nurturing industrial commons through globalization, rather than by adopting a neoliberal free-market system. This volume exerts that the Korean economy has successfully grown over the past 50 years because it has moved toward a new version of state-led developmentalism. In order to better account for the evolution of state-led developmentalism, this book proposes changes by competition within, as well as outside, the state, in order to bring about changes in developmentalism and the ability to adjust to new contexts. Unlike prevalent accounts of developmental state theory, Changes by Competition argues that the state is neither unitary nor cohesive, but a locus of competition.

Be inspired to transform your business to change the world. Do you ever wonder how successful businesses can be used as a force for good? Do you sometimes feel conflicted by the principles of capitalism? Do you wish to change the world around you whilst doing what you love? In this book, Gaurav Sinha, world-class businessman and entrepreneur, founder of Insignia in 2003, outlines the economics of empathy for life and for business. He offers actionable solutions to maintaining a successful trade in a changing global landscape where conscience, ethics, and authenticity are high on the agenda. The world is changing, perceptions are shifting, consumers are evolving, and this book will ensure your business keeps up.

The disparity between rich and poor countries is the most serious, intractable problem facing the world today. The chronic poverty of many nations affects more than the citizens and economies of those nations; it threatens global stability as the pressures of immigration become unsustainable and rogue nations seek power and influence through extreme political and terrorist acts. To address this tenacious poverty, a vast array of international institutions has pumped billions of dollars into these nations in recent decades, yet despite this infusion of capital and attention, roughly five billion of the world's six billion people continue to live in poor countries. What isn't working? And how can we fix it?
"The Power of Productivity" provides powerful and controversial answers to these questions. William W. Lewis, the director emeritus of the McKinsey Global Institute, here draws on extensive microeconomic studies of thirteen nations over twelve years--conducted by the Institute itself--to counter virtually all prevailing wisdom about how best to ameliorate economic disparity. Lewis's research, which included studying everything from state-of-the-art auto makers to black-market street vendors and mom-and-pop stores, conclusively demonstrates that, contrary to popular belief, providing more capital to poor nations is not the best way to help them. Nor is improving levels of education, exchange-rate flexibility, or government solvency enough. Rather, the key to improving economic conditions in poor countries, argues Lewis, is increasing productivity through intense, fair competition and protecting consumer rights.
As "The Power of Productivity" explains, this sweeping solutionaffects the economies of poor nations at all levels--from the viability of major industries to how the average consumer thinks about his or her purchases. Policies must be enacted in developing nations that reflect a consumer rather than a producer mindset and an attendant sense of consumer rights. Only one force, Lewis claims, can stand up to producer special privileges--consumer interests.
The Institute's unprecedented research method and Lewis's years of experience with economic policy combine to make "The Power of Productivity "the most authoritative and compelling view of the global economy today, one that will inform political and economic debate throughout the world for years to come.

The electricity market has experienced enormous setbacks in delivering on the promise of deregulation. In theory, deregulating the electricity market would increase the efficiency of the industry by producing electricity at lower costs and passing those cost savings on to customers. However, deregulation poses substantial risks if the market is not designed properly, as the recent California crisis demonstrated. As "Electricity Deregulation "shows, successful deregulation is possible, although it is by no means a hands-off process--in fact, it requires a substantial amount of design and regulatory oversight.
This collection brings together leading experts from academia, government, and big business to discuss the lessons learned from experiences such as California's market meltdown as well as the ill-conceived policy choices that contribute to such failures. More importantly, the essays that comprise "Electricity Deregulation" offer a number of innovative prescriptions for the successful design of deregulated electricity markets. Written with economists and professionals associated with each of the network industries in mind, this comprehensive volume provides a timely and astute deliberation on the many risks and rewards of electricity deregulation.

Much strategic guidance that is currently available on product and service development is still focused in the relatively short term. Companies must plan and be flexible if they are to survive and flourish in the future, but too many surrender to the necessity for a short-term healthy bottom-line in order to satisfy their shareholders. In order to satisfy and retain customer-base, organizations should not only ensure that their products and services available now are the best around, but that they will also be the best in the future. This is particularly important as product life cycles contract and organisations need to introduce replacement products and services at a faster and faster rate. The globalizing economy and advances in modern technology are also important factors. This book points that way to becoming more competitive and remaining competitive, ensuring a healthy and secure future. It will also help companies identify product and service failures, and eliminate them from the company's horizons.
Written in an engaging and thought-provoking way, this book seizes on a rapidly growing area of interest for practitioners and students alike. Although companies are being advised to look to, and plan for the long term, there is nothing currently available which provides real advice on what should be done now. The book takes a thoroughly practical approach by establishing a realistic set of guidelines to enable organizations to start to move and continue to move in the right direction. This is supported by a wealth of tools and techniques on how to implement what has been proposed.

Based on the chart-topping BUSINESS WARS podcast re-imagined using Sun Tzu's THE ART OF WAR as a guide, THE ART OF BUSINESS WARS features stories and lessons from history's greatest business rivalries revealing why some companies triumph while others crumble. Business is a fight for survival. In business as in war, leaders match their wills in pursuit of opposing outcomes, they devise strategies, and marshal resources for victory. Success can turn on the smallest of details; a single tactical blunder can topple an empire. Ultimately, one side triumphs - and victory is all that matters. In The Art of Business Wars, David Brown, host of the hit podcast Business Wars, masterfully frames some of the biggest business rivalries in history using revered Chinese military strategist Sun Tzu's insights and pragmatic advice. Each rivalry tells a story of combined wits, strategies, and resources. Brown chronicles the rise of companies as they vanquish rivals, formulate innovative plans, and adapt to keep up with shifting needs. The goal? Stay ahead of the competition and emerge victorious. By compiling powerful insights uncovered over hundreds of podcast episodes and more than a year of in-depth research, Brown has developed a formula for business intrigue rich in popular history. The stories in The Art of Business Wars will inspire you, and the lessons you can draw from them - about determination, ingenuity, patience, grit, subtlety, and other traits that contribute to a victorious enterprise - are invaluable, whether you're a creative freelancer or the CEO of a multinational manufacturer.

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Leveque recounts twenty revealing tales of real-life rivalry between firms across diverse industries, including wine, skiing, opera, video games and cruise liners. These entertaining and insightful narratives are informed by recent advances in economics, factoring in the many forces driving competition, including globalization and innovation. Divided into four sections, the book covers competition and the market; competition and variety; competition through innovation; and competition and equality. Read together, these stories also serve as building blocks to address the issue of whether competition between firms has entered a new era of increased intensity. This book will appeal to anyone, from company executives to consumers, who are interested in the economics of contemporary industry and want to incorporate a grasp of competition into their everyday decision-making. This book can also be used as a supplementary text in courses in microeconomics, business economics and industrial organisation.

Strategic Alliances for SME Development is a volume in the book series Research in Strategic Alliances that focuses on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series also includes comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series seeks to disseminate theoretical insights and practical management information that should enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances. Strategic Alliances for SME Development contains contributions by leading scholars in the field of strategic alliance research. The 12 chapters in this volume deal with the increasingly significant role of strategic alliances in the development of SMEs, covering such diverse topics as management capability and internationalization of alliance portfolios, building alliances, development drivers, founder ties, competitive edge, strategic alignment, technology and innovative firms, and temporary project alliances. The chapters contain empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on the role of strategic alliances for the development of small and medium-sized enterprises.

Business firms around the world are experimenting with new organizational designs, changing their formal architectures, their routines and processes, and their corporate cultures as they seek to improve their current performance and their growth prospects. In the process they are changing the scope of their business operations, redrawing their organization charts, redefining the allocation of decision-making authority and responsibility, revamping the mechanisms for motivating and rewarding people, reconsidering which activities to conduct in-house and which to out-source, redesigning their information systems, and seeking to alter the shared beliefs, values and norms that their people hold.
In this book, John Roberts argues that there are predictable, necessary relationships among these changes that will improve performance and growth. The organizations that are successful will establish patterns of fit among the elements of their organizational designs, their competitive strategies and the external environment in which they operate and will go about this in a holistic manner.
The Modern Firm develops powerful conceptual frameworks for analyzing the interrelations between organizational design features, competitive strategy and the business environment. Written in a non-technical language, the book is nevertheless based on rigorous modeling and draws on numerous examples from eighteenth century fur trading companies to such modern firms such as BP and Nokia. Finally the book explores why these developments are happening now, pointing to the increase in global competition and changes in technology.
Written by one of the world's leading economists and experts that willimprove performance and growth. The organizations that are successful will establish patterns of fit among the elements of their organizational designs, their competitive strategies and the external environment in which they operate and will go about this in a holistic manner.

Ronald Burt describes the social structural theory of competition that has developed through the last two decades. The contrast between perfect competition and monopoly is replaced with a network model of competition. The basic element in this account is the structural hole: a gap between two individuals with complementary resources or information. When the two are connected through a third individual as entrepreneur, the gap is filled, creating important advantages for the entrepreneur. Competitive advantage is a matter of access to structural holes in relation to market transactions.

"Learning by Doing in Markets, Firms, and Countries" draws out the underlying economics in business history by focusing on learning processes and the development of competitively valuable asymmetries. The essays show that organizations, like people, learn that this process can be organized more or less effectively, which can have major implications for how competition works.
The first three essays in this volume explore techniques firms have used to both manage information to create valuable asymmetries and to otherwise suppress unwelcome competition. The next three focus on the ways in which firms have built special capabilities over time, capabilities that have been both sources of competitive advantage and resistance to new opportunities. The last two extend the notion of learning from the level of firms to that of nations. The collection as a whole builds on the previous two volumes to make the connection between information structure and product market outcomes in business history.

The negotiation of the Canada-U.S. Free Trade agreement in 1985-88 initiated a period of substantially increased North American, and later, global economic integration. However, events since the election of Donald Trump in 2016 have created the potential for major policy shifts arising from NAFTA's renegotiation and continuing political uncertainties in the United States and with Canada's other major trading partners. Navigating a Changing World draws together scholars from both countries to examine Canada-U.S. policy relations, the evolution of various processes for regulating market and human movements across national borders, and the specific application of these dynamics to a cross-section of policy fields with significant implications for Canadian public policy. It explores the impact of territorial institutions and extra-territorial forces - institutional, economic, and technological, among others - on interactions across national borders, both within North America and, where relevant, in broader economic relationships affecting the movement of goods, services, people, and capital. Above all, Navigating a Changing World represents the first major study to address Canada's international policy relations within and beyond North America since the elections of Justin Trudeau in 2015 and Donald Trump in 2016 and the renegotiation of NAFTA.

This book addresses the phenomenon of mergers that may result in non-coordinated effects in oligopolistic markets. Such cases are sometimes referred to as "non-collusive oligopolies", or "gap cases" and there is a concern that they might not be covered by the substantive test that some Member States use for merger assessment. Ioannis Kokkoris examines the argument that the European Community Merger Regulation (Regulation 4064/89) did not capture gap cases and considers the extent to which the revised substantive test in Regulation 139/2004 deals with the problem of non-collusive oligopolies. The author identifies actual examples of mergers that gave rise to a problem of non-coordinated effects in oligopolistic markets, both in the EU and in other jurisdictions, and analyses the way in which these cases were dealt with in practice. The book considers legal systems such as United Kingdom, United States, Australia and New Zealand. The book investigates whether there is any difference in the assessment of non-collusive oligopolies between the various substantive tests which have been adopted for merger assessment in various jurisdictions. The book also looks at the various methodological tools available to assist competition authorities and the professional advisers of merging firms to identify whether a particular merger might give rise to anticompetitive effects and explores the type of market structure in which a merger is likely to lead to non-coordinated effects in oligopolistic markets.

The emergence of India and China as economic powers has shifted the global landscape and called into question the ability of the United States to compete. Advantage sorts out the challenges the United States faces and focuses on what drives innovation, what constrains it, and what strengths we have to leverage. Entirely recasting the stakes of the debate, Adam Segal makes the compelling case for the crucial role of the "software" of innovation. By bolstering its politics, social relations, and institutions that move ideas from the lab to the marketplace, the United States can preserve its position as a global power. With up-to-the minute economic and political data, this is a resounding call to tie innovation to larger social goals in an age of global science and technology.

Drawing on the theoretical resources of institutional economics, The New Industrial Geography opens new perspectives in economic geography. In its focus on historical and geographical context, institutional embeddedness, and tacit rules and formal regulations, institutional economics is shown to be the perfect basis for understanding the profound economic and geographical changes of the last two decades, and on which also to build a new kind of industrial geography. Issues covered include: the retheorization of the geography of industrial districts; the analysis of institutional 'thickness', and the economic-geographical effects of institutional rigidity and sclerosis; the economic-geographical consequences of new regulatory bodies and policies; and the geographically situated character of institutions and regulatory frameworks, and the effects of separating them from their originating context; the development of new strategies for achieving more equitable forms of regional development.

This innovative book portrays the state-of-the-art of coopetition strategy regarded as a compelling mindset to exploit entirely the potential of actors' interdependencies (firms, governments, suppliers, customers, scientists and partners) in today's global scenarios. It provides the rudiments for navigating an exploration journey into a virtually new and emergent management subfield. This volume presents three key distinctive features: it is the first attempt that delves systematically and rigorously into coopetition strategy and coopetitive behaviour; it clearly elucidates the contribution of coopetition to the advancement of strategic management and managerial practice; it is the outcome of the collective brains of several scholars, with diverse geographical roots and backgrounds, who cultivate original research on co-opetition strategy from a variety of perspectives (economic, managerial, political) and multiple methods (theory building, game-theoretical, experimental and inductive case-based inquiries). Looking into this volume, the reader will realize that, while the topic is at the beginning of its lifecycle, coopetition strategy has touched an important crossroads which solicits a more comprehensive and systematic assessment. If mindfully formulated and implemented, this hybrid strategic option is able to increase returns and generate value for shareholders, entrepreneurs, managers and coopetitors.