Firm Competitiveness
Empirical observation confirms that resources (capital, labor, technology) and talent tend to concentrate geographically (Easterly and Levine 2002). This result reflects the fact that firms are embedded in inter-firm relationships with networks of suppliers, buyers and even competitors that help them to gain competitive advantages in the sale of its products and services. While arms-length market relationships do provide these benefits, at times there are externalities that arise from linkages among firms in a geographic area or in a specific industry (textiles, leather goods, silicon chips) that cannot be captured or fostered by markets alone. The process of “clusterization,” the creation of “value chains,” or “industrial districts” are models that highlight the advantages of networks.
Within capitalist economic systems, the drive of enterprises is to maintain and improve their own competitiveness, this practically pertains to business sectors.
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Famous quotes containing the word firm:
“So far we have been going firmly ahead, feeling the firm ground of prejudice glide away beneath our feet which is always rather exhilarating, but what next? You will be waiting for the bit where we bog down, the bit where we take it all back, and sure enough that’s going to come but it will take time.”
—J.L. (John Langshaw)