【正文】 the living dead, aware (or not) that whatever they do makes little difference to their situation, and yet they feel pelled to keep on acting, producing, carrying on. Death is most often a long drawn out affair. Even with inept management, it still takes a long time to destry a large pany with once strong, if currently obsolete capabilities. Death is no stranger to the ranks of once powerful manufacturing panies. Every industry has its share of the dead, as well as the terminally ill and the walking wounded. Tom Vollmann: 2020/7/6 William A. Fischer 22 Death Signals of the nonpetitive ? staying level of falling behind the petition ? risk aversion ? bureaucracy ? losing capabilities ? erosion of what were once distinctive petencies ? internal focusing of corporate attention ? limited knowledge of the customer ? panic decisions to reduce shortrun costs ? not developing people ? ? Tom Vollmann 2020/7/6 William A. Fischer 23 In Hyperpetitive Markets Such as those characterizing global markets in the late 20th century, that are filled with 搒 urprises? 1. the ability to navigate from one product generation to another is the basis for sustained petitive advantage. Think about Wang! 2. great anizations are necessary to produce great products (more than once), while great products do not guarantee great anizations. 3. 揌 igh returns are not sustainable in a particular market, but the process of generating high returns can be sustainable. last quote is from: Capon, Farley amp。 services ? high involvements in markets outside of US ? low debt levels ? an entreprenurial atmosphere empirical research on 113 US manufacturing firms by CEIBS faculty Capon, Farley amp。 Hoenig 2020/7/6 William A. Fischer 28 Comparing High amp。 Information Information Complexity High Low Resource Scarcity Low High Lawrence amp。 accounts receivable both benefit from valuechain control. Business China 12/07/98 2020/7/6 William A. Fischer 36 Industry Restructuring amp。 Paul L. Robertson 2020/7/6 William A. Fischer 40 Determining Organizational Forms ?devising and learning to use effectively a significantly new anizational form involves much the same kind of uncertainty, experimental groping, and learning by making mistakes and correcting them that marks technological ?innovation. New modes of anization aren抰 simply 揷 hosen?when circumstances make them appropriate. They ?evolve in a manner that is foreseen only dimly. And even when a firm makes a conscious decision to change anization, it may take a long time before it is fortable and effective in its new suit of clothes. Richard R. Nelson 2020/7/6 William A. Fischer 41 The Nature of Rivalry Gee Stigler抯 Survival principle: ?petition of different sizes of firms sifts out the more efficient enterprises. Just as the fittest species surive in their natural environments, the fittest firms survive in their market environments.