Jump to ContentJump to Main Navigation
Technology, Organization, and CompetitivenessPerspectives on Industrial and Corporate Change$
Users without a subscription are not able to see the full content.

Giovanni Dosi, David J. Teece, and Josef Chytry

Print publication date: 1998

Print ISBN-13: 9780198290964

Published to Oxford Scholarship Online: November 2003

DOI: 10.1093/0198290969.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 22 November 2019

Organizational Integration and Competitive Advantage: Explaining Strategy and Performance in American Industry

Organizational Integration and Competitive Advantage: Explaining Strategy and Performance in American Industry

Chapter:
(p.247) 7 Organizational Integration and Competitive Advantage: Explaining Strategy and Performance in American Industry
Source:
Technology, Organization, and Competitiveness
Author(s):

William Lazonick (Contributor Webpage)

Jonathan West

Publisher:
Oxford University Press
DOI:10.1093/0198290969.003.0008

This paper proposes an analytical framework that can comprehend how and to what extent the interaction of institutions, industries, and enterprises has contributed to the decline of US competitiveness. The analytical framework builds on the notion that, ultimately, competitive advantage depends on the strategies and structures of the business enterprises on which Americans rely for most of the nation's productive investments. It is argued that, over time, to gain sustained competitive advantage, business enterprises in the United States and elsewhere have had to achieve increasingly higher degrees of ‘organizational integration’, and that, as a general rule, the US's prime competitors, and particularly the Japanese, have gained competitive advantage by becoming more organizationally integrated than their American rivals. For some industries, moreover, organizational integration is more important than others, hence the variation in the extent to which certain American industries have been affected by foreign competition; and even within the more vulnerable industries such as electronics and automobiles, some American companies have responded to the competitive challenge more quickly and effectively than others. The organizational integration hypothesis argues that an important determinant of differences in the quickness and effectiveness of strategic responses to competitive challenges among American companies in the same industry is the extent to which these companies are organizationally integrated.

Keywords:   American companies, American industries, competitive advantage, competitive challenges, decline of US competitiveness, foreign competition, organizational integration, strategic responses, US competitiveness

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .