Why are so many U.S. firms performing poorly in high-technology industries like consumer electronics and semiconductors? Why are they being outperformed in the fast-growing, dynamic, short-cycle-time industries that they themselves pioneered? Why are some firms-foreign and domestic-better than others at competing through technology? And what can governments do to promote industrial competitiveness? Joseph Monroe argues that the answers to these questions can be found in the practices and behavior of general management. Monroe's investigation into the role of general management in building competitive advantage on the basis of technology highlights three U.S. successes in high-tech markets. GE Medical Systems, Motorola Communications, and Corning are among a small number of U.S. businesses that have built global leadership in precisely the kinds of high-tech markets in which many U.S. firms have been outperformed by their Japanese counterparts. Monroe explores the managerial strategies, practices, and philosophies behind their success, and how these influenced, and were influenced by, technology development. His conclusion that successful firms are often those whose corporate strategies are shaped by technology opportunities is striking in its divergence from the conventional wisdom about American managerial practice and the role that government can play in promoting high-technology strength.
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