Uncle Sam's Competitiveness Blues

By Beaudoin, Tina | Management Review, September 1988 | Go to article overview

Uncle Sam's Competitiveness Blues


Beaudoin, Tina, Management Review


UNCLE SAM'S COMPETITIVENESS BLUES

American managers believe the country's competitiveness is declining--largely because of the performance of U.S. managers--and it is up to them to respond to the challenge, reports a recent Harvard Business Review survey of 4,000 managers in 50 states and 34 countries. Ninety-two percent of respondents believe U.S. competitiveness is deteriorating, while a distinct minority--only 5.4 percent of all respondents -- indicated that the U.S. is keeping pace with other superpowers, mainly Japan. And rather than blaming the government or the federal deficit, most managers--90 percent of respondents--blame themselves.

Forty-two percent of the managers surveyed hold top management positions, and their average household income is $102,000--demographics indicative of respondents' responsibility levels and their intimacy with the state of international business.

With the nation facing a $40-billion trade deficit with Japan, and considering that the yen's value has doubled against the dollar in less than a year, these managers' fears are warranted, says Alan Weber, managing editor of The Harvard Business Review. Also, in a 1987 report, the National Academy of Engineering reviewed the competitive situation in 34 critical areas, including artificial intelligence, opto-electronics, and systems engineering and control, and concluded that Japan was superior in 25 of the technologies.

At the same time, there is tangible evidence that American businesspeople are rising to the competitiveness challenge, he says. "Cast your mind back to September 1987, and you'll remember that the media were saying managers didn't think competition was a problem. The crash changed all that. But our results show that beneath the surface, managers have been uneasy for a long time," Weber says, referring to the 87 percent of respondents who believe that the competitiveness problem predates the overvalued dollar of the 1980s. "My sense is that now many believe America is falling apart at the seams."

There are some rays of hope, however. Corporate initiatives, like General Motors' multimillion-dollar investment in employee retraining; the increasing number of business schools requiring foreign languages such as Japanese; and the growing number of companies opening branches overseas, particularly in Japan, all indicate that American management is quickening its pace, Weber says.

A full 62 percent of respondents indicate they doubt any combination of market-based solutions will help American business keep up. But the survey identifies another group--38 percent of the 4,000 respondents--who thinks the competitiveness problem is transitory and will be resolved by a combination of such market forces as foreign investment, mergers, leveraged buyouts, the shift to a service-based economy, and the declining value of the dollar.

Among the more popular explanations for America's sluggish pace is that basic U.S. values--including the work ethic, pride in quality, and deferred gratification--have slipped. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • A full archive of books and articles related to this one
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Uncle Sam's Competitiveness Blues
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

    Already a member? Log in now.