Martin Shubik brings classical oligopoly theory and research in mathematical economics close to new studies in industrial organization and simple game experiments in this imaginative and important new work. He engages the reader by creating a market model and by explaining its availability as a computer program, thus promoting interest in game experiments. In all, he admirably succeeds in increasing our understanding of the meaning of competitive and cooperative behavior and of market structure.
This unusual book covers a variety of topics: economic explanation, model building, analyses of duopoly and oligopoly, product differentiation, contingent demand, demand fluctuations, the study of non-symmetric markets, and advertising. All of these parts of Shubik's overall pattern of interpretation may also be used in a game which, more or less, coincides with the exposition of theory and the subject matter of accounting. A complete linking of basic accounting items to the oligopoly model and theory is made. Shubik bridges the gap between information as it appears to the businessman—the player in the game—and the economic model and abstraction of the market as it appears to the economic theorist.
Why is America losing its competitive edge in basic industries ranging from automobile manufacture to consumer electronics? The reason, Michael Best shows, is the rigid command and control structures that are typical of big business in America. America firms lack the organizational flexibility of the "new competition" practiced by companies in Italy, West Germany, and Japan. The secret to the success of these foreign firms is that they are organized from top to bottom to pursue continuous improvements in methods, products, and processes. They seek competitive advantage not through lowest-cost production but through superior product design. This requires an unusual degree of organizational flexibility, which in turn demands organizational commitments to problem solving, constant attention to detail, and an integration of thought and action in the work place.
The New Competition posits a strategic tension between market competition and cooperation in successful industrial societies. Instead of bargaining with suppliers and customers at arm's length, firms can forge consultative relations with them, facilitating the flow of valuable advice, suggestions, and information and crucially modifying a key processor design. Instead of engaging in price rivalry, companies can pursue product-related rivalries that increase their international competitiveness. Best envisions a new role for national industrial policy—one not of bailing out sick firms in dying industries but of shaping industrial sectors and markets. It would encourage firms to cooperate in terms of the form that competition takes, one that involves products instead of prices.
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