Industrial Leadership: Leading Within the Field of Construction and Design

Industrial Leadership and Joint Consultation: A Study of Human Relations in Three Merseyside Firms.W. H. Scott

American Journal of Sociology ◽

10.1086/221215 ◽

1953 ◽

Vol 58 (5) ◽

pp. 535-537

Author(s):

Harold L. Sheppard

Keyword(s):

Human Relations ◽

Industrial Leadership

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An Exploratory Study of How Latecomers Transform Strategic Path in Catch-Up Cycle

Sustainability ◽

10.3390/su13094929 ◽

2021 ◽

Vol 13 (9) ◽

pp. 4929

Author(s):

Xiaoli Li ◽

Hongqi Wang

Keyword(s):

Technological Innovation ◽

Industrial Policy ◽

Emerging Economies ◽

Evolutionary Process ◽

Sustainable Growth ◽

Rolling Stock ◽

Innovation Capability ◽

Firm Level ◽

Industrial Leadership ◽

Catch Up

In catch-up cycles, the industrial leadership of an incumbent is replaced by a latecomer. Latecomers from emerging economies compress time and skip amplitude by breaking the original strategic path and form a new appropriate strategic path to catch up with the incumbents. Previous studies have found that the original strategic path is difficult to break and difficult to transform. This paper proposes a firm-level framework and identifies the impetus and trigger factors for latecomers to transform the strategic path. The impetus is the mismatch between strategic mode and technological innovation capability. The trigger is the progressive industrial policy. Based on a Chinese rail transit equipment supplier’s (China Railway Rolling Stock Corporation; CRRC) catch-up process, this paper finds that the strategic path transformation is an evolutionary process from mismatch to rematch between strategic mode and technological innovation capability. With the implementation of industrial policy, the technological innovation capability will change. The original strategic mode does not match with changed technological innovation capability, which leads to performance pressure. With the adjustment of industrial policy, a new strategic mode adapted to new technological innovation capability emerges. This paper clarifies the source that determines successful catch-up practices for latecomers and contributes to latecomers’ sustainable growth in emerging economies.

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Networking, strategic positioning and creative knowledge in industrial districts

Human Systems Management ◽

10.3233/hsm-2000-19206 ◽

2000 ◽

Vol 19 (2) ◽

pp. 121-133 ◽

Cited By ~ 1

Author(s):

Luciano Pilotti

Keyword(s):

Social Relations ◽

Production Systems ◽

Division Of Labour ◽

Local Economy ◽

Industrial Districts ◽

Cognitive Resources ◽

Useful Knowledge ◽

Italian Case ◽

Industrial Leadership ◽

Differentiated Learning

This work is the last part of a unitary framework of analysis, the first part of which was published in HSM, Special Issue, Vol. 18, No. 2. The principal aim of the analysis is the pattern of transformation of local production systems. They are discussed as a complex institutional form of the division of labour and knowledge between firms by means of institutions and meta-organisers as actors of a post-Fordist local economy. A specific production system is defined as a peculiar governance form of interrelations, mediated by cognitive resources such as internal/external competencies of a population of firms localised in a sharing context. In this way there emerges a process of internalisation of competencies through evolutionary networking in which efficiency is not simply an output but a fundamental input for both growth and innovation. Our aim is to describe the peculiarity of the institutional networking system in the Italian case of Northeast industrial districts, assuming that a specific industrial economy evolves on the basis of differentiated learning capacities according to a complex system of economic and social relations, encouraging the circulation of useful knowledge and information for the economic enlargement based on industrial leadership and firm networks: they form a complex and dynamic Multilevel Neural Network. Two main types of district emerge: the evolutionary district (e.g., Montebelluna, specialised in ski-boot production) and non evolutionary static and adaptive districts (e.g., Maniago, specialised in knife production), where we find limited leadership and limited division of labour between firms.

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