The and flexibility' strategy and the Honda model ‘innovation 91 below average. People who buy innovative vehicles are in fact taking a relativistic view towards defects that they would not tolerate on a standard vehicle, due to their contentment in having a product with which they identify. Can a permanent reduction in costs enhance the profits that stem from an innovation rent? This is unlikely since if the priority is to avoid any sudden changes in production rates, logically the firm will reject any conceptual innovation that it considers as being too risky. On the other hand, fixed costs will have to be kept to a minimum to facilitate reconversions of the productive apparatus. Original expectations that must be satisfied; opportunistic and mobile employees The 'innovation and flexibility' strategy presupposes a periodic of demand. New expectations and needs must be emerging at regular intervals. The workforce also has to accept rapid conversions from one product to another. Growth modes featuring a 'competitive' form of income distribution best fulfil these conditions. In actual fact, different or new social or professional groups are periodically strengthened or spawned by this form of distribution, which is based on individual merit, the balance of power and financial opportunism. Here such groups are actually supposed to publicise their new economic and social position, notably through a distinctive automobile demand that satisfies their specific needs. This is particularly the case in a 'competitive and consumer-oriented' mode. The 'competitive' nature of the income distribution is alleviated by a growth mode that is consumption-driven and which is therefore relatively unconcerned with foreign competition. On the other hand, in the 'competitive and competed' mode, social relations are so fraught and destabilising that the various social categories seek solace in the social and professional positions they have acquired, with everyone trying to reinforce the symbolic expression of his or her specificity. The heterogeneous nature of the demand and the flexible nature of the workforce are turned inside out - the market is 'balkanised', with people falling prey to an inwardly-focused professional rigidity. The 'competitive and competed' mode that was initially beneficial for the 'innovation and flexibility' strategy tends to asphyxiate this strategy as time goes on. The 'competitive and price export-oriented' mode that characterised South East Asia's so-called 'emerging' countries lead to the development and enriching of an entrepreneurial class and of certain
The ‘innovation and flexibility' strategy and the Honda model 91 below average. People who buy innovative vehicles are in fact taking a relativistic view towards defects that they would not tolerate on a standard vehicle, due to their contentment in having a product with which they identify. Can a permanent reduction in costs enhance the profits that stem from an innovation rent? This is unlikely since if the priority is to avoid any sudden changes in production rates, logically the firm will reject any conceptual innovation that it considers as being too risky. On the other hand, fixed costs will have to be kept to a minimum to facilitate reconversions of the productive apparatus. Original expectations that must be satisfied; opportunistic and mobile employees The 'innovation and flexibility' strategy presupposes a periodic of demand. New expectations and needs must be emerging at regular intervals. The workforce also has to accept rapid conversions from one product to another. Growth modes featuring a 'competitive' form of income distribution best fulfil these conditions. In actual fact, different or new social or professional groups are periodically strengthened or spawned by this form of distribution, which is based on individual merit, the balance of power and financial opportunism. Here such groups are actually supposed to publicise their new economic and social position, notably through a distinctive automobile demand that satisfies their specific needs. This is particularly the case in a 'competitive and consumer-oriented' mode. The 'competitive' nature of the income distribution is alleviated by a growth mode that is consumption-driven and which is therefore relatively unconcerned with foreign competition. On the other hand, in the 'competitive and competed' mode, social relations are so fraught and destabilising that the various social categories seek solace in the social and professional positions they have acquired, with everyone trying to reinforce the symbolic expression of his or her specificity. The heterogeneous nature of the demand and the flexible nature of the workforce are turned inside out - the market is 'balkanised', with people falling prey to an inwardly-focused professional rigidity. The 'competitive and competed' mode that was initially beneficial for the 'innovation and flexibility' strategy tends to asphyxiate this strategy as time goes on. The 'competitive and price export-oriented' mode that characterised South East Asia's so-called 'emerging' countries lead to the development and enriching of an entrepreneurial class and of certain
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