Professional Documents
Culture Documents
Fourth Edition
4-25
Began to be recognized in the 1970s. Deals with the returns on specialization where substantial economies of scale are present. Specialization increases output, ability to enhance economies of scale increase. In addition to economies of scale, learning effects also exist. Learning effects are cost savings that come from learning by doing.
2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4-26
Typically, requires industries with high, fixed costs. World demand will support few competitors. Competitors may emerge because they got there first.
First-mover advantage.
Some argue that it generates government intervention and strategic trade policy.
McGraw-Hill/Irwin
4-27
First-Mover Advantage
McGraw-Hill/Irwin
4-28
Porters Diamond
(Harvard Business School, 1990)
The Competitive Advantage of Nations. Looked at 100 industries in 10 nations. Thought existing theories didnt go far enough. Question: Why does a nation achieve international success in a particular industry?
McGraw-Hill/Irwin
4-6
Comparative Advantage corresponds to specific factors for sourcing inputs and marketing outputs such as relative factor costs, availability, price and quality of products and the size, growth and accessibility of markets. Competitive Advantage, on the other hand, is derived from firm specific assets and it describes the proprietary elements of the firm that distinguishes it from its competitors. Comparative and competitive advantage are not entirely independent concepts, as comparative advantage of a nation may contribute to competitive advantage of firms originating or located in that country and vice-versa.
McGraw-Hill/Irwin
4-7
McGraw-Hill/Irwin
4-8
Factor endowments:nations position in factors of production such as skilled labor or infrastructure necessary to compete in a given industry.
McGraw-Hill/Irwin
4-9
Factor endowments:nations position in factors of production such as skilled labor or infrastructure necessary to compete in a given industry. Demand conditions:the nature of home demand for the industrys product or service.
McGraw-Hill/Irwin
4-10
Factor endowments:nations position in factors of production such as skilled labor or infrastructure necessary to compete in a given industry. Demand conditions:the nature of home demand for the industrys product or service. Related and supporting industries:the presence or absence in a nation of supplier industries or related industries that are nationally competitive.
10 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4-11
Factor endowments:nations position in factors of production such as skilled labor or infrastructure necessary to compete in a given industry. Demand conditions:the nature of home demand for the industrys product or service. Related and supporting industries:the presence or absence in a nation of supplier industries or related industries that are nationally competitive.
McGraw-Hill/Irwin
Firm strategy, structure and rivalry:the conditions in the nation governing how companies are created, organized, and managed and the nature of domestic rivalry.
11 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
Porters Diamond
Determinants of National Competitive Advantage
Firm Strategy, Structure and Rivalry
Factor Endowments
4-30
Demand Conditions
Figure 4.6
McGraw-Hill/Irwin
4-31
The Diamond
McGraw-Hill/Irwin
4-32
Demand Conditions
Government
McGraw-Hill/Irwin
4-33
Factor Endowments
Taken from Heckscher-Ohlin Basic factors: natural resources climate location demographics Advanced factors: communications skilled labor research technology
2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4-34
More likely to lead to competitive advantage. Are the result of investment by people, companies, government.
McGraw-Hill/Irwin
4-35
McGraw-Hill/Irwin
Demand Conditions
4-36
Demand creates the capabilities. Look for sophisticated and demanding consumers.
McGraw-Hill/Irwin
4-37
Creates clusters of supporting industries that are internationally competitive. Must also meet requirements of other parts of the Diamond.
McGraw-Hill/Irwin
4-38
McGraw-Hill/Irwin
4-39
If Porter is right, we would expect his model to predict the pattern of international trade that we observe in the real world. Countries should be exporting products from those industries where all four components of the diamond are favorable, while importing in those areas where the components are not favorable. Too soon to tell.
2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4-22
Location implications:makes sense to disperse production activities to countries where they can be performed most efficiently. First-mover implications:It pays to invest substantial financial resources in building a firstmover, or early-mover, advantage. Policy implications:promoting free trade is generally in the best interests of the homecountry, although not always in the best interests of the firm. Even though, many firms promote open markets.
22 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4-23
Many appreciated Porters diamond model for providing a broad framework that combines strategic management and international economics to explain the competitive advantage of nations. The critics, however, cited the model as a set of theoretical commonplaces.
23 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4-24
The model is more suited for more advanced countries and it lacked applicability in smaller or developing economies (Rugman, 1991) . Porter did not appropriately consider the forces of globalization and multinationals The dynamic interplay of the multinationals in various countries can affect the competitiveness of such countries. But by assigning no role to multinationals, an important aspect of competitiveness was ignored. (Dunning, 1992 1993).
24 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4-25
Dynamic influences of a few important factors such as technology, international business, labour costs, and exchange rates on international competitiveness were not duly considered by Porters model (Narula & Daly, 1993). The government should be given a more prominent role than has been assigned by the Porters model (De Man, 1994). Davies and Ellis (2000) described Porters analysis as hopelessly rich but gloriously wrong.
25 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4-26
In spite of certain shortcomings of the Diamond Model, Porters contribution in the competitiveness theory cannot be undermined. In fact, following Michel Porters work, the subject of competitiveness has been receiving increasing attention of the economists, management scholars and the policy makers. The large number of works that have come into existence from 1990s on the areas of national, regional, industry and firm competitiveness proves this point.
26 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin