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Electric utility companies will have to reinvent themselves to change from vertical to “virtual” integration based on value networks segmented into six areas: generation, transmission, distribution, energy services, power markets, and IT products and services.
Will the Japanese business system, based on favorable industrial policies, the keiretsu, and lifetime employment, survive the current recession? While simultaneous competition and cooperation among companies have fostered growth and a system without “losers,” fundamental changes may require an upsurge in risk-taking Japanese entrepreneurs.
Superstition has always had a big impact on human behavior, sometimes yielding macroeconomic effects for even the most industrialized societies. An example of the effects of superstition is the rate of Japanese births from 1960 to 1990 (see Figure 1). A general, steady decline is evident in recent decades.
The competitiveness of U.S. corporations, particularly manufacturing firms, declined during the 1980s. The decade witnessed serious inroads by foreign firms into traditional domestic markets. In capital goods, for example, the import penetration ratio rose from less than 15 percent to nearly 40 percent. Some indicators of U.S.
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