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- Articles and reports: 11-622-M2007014Geography: CanadaDescription:
The paper's main objective is to provide a concise synthesis of a wide array of data and research on multinationals originating in Statistics Canada, focusing on both historical and current studies.
Chapter 2 discusses the macroeconomic contribution of foreign multinationals, focusing on two leading indicators of foreign multinational activity, foreign control and foreign direct investment. This chapter also describes studies that evaluate the contribution that foreign-controlled companies make to aggregate trade flows, linking changes in multinational trade intensity to the strategic reorganization of their production activities.
Chapter 3 concentrates on the strategies and activities of foreign multinationals that are relevant to ongoing debates over whether the presence of foreign multinationals promotes, or hampers, Canada's industrial competitiveness. This chapter first examines evidence that domestic and foreign firms respond differently to domestic market conditions. Second, it asks whether foreign firms compete in different ways than domestic firms do. Third, it examines the relative emphasis that foreign multinationals place on innovation and technology practices, and reports on the relationship between these activities and observable market outcomes. Fourth, it reports on the contribution that foreign-controlled firms make to productivity growth. Fifth, it discusses new research that focuses on the relationship between foreign ownership and head-office employment. Studies in these areas speak directly to the issue of whether foreign multinationals truncate or develop their corporate activities in host markets.
Chapter 4 focuses on studies that examine the foreign activities of Canadian-owned multinationals and how their domestic plants compare to foreign-controlled plants operating in Canada.
Chapter 5 offers an appraisal of Statistics Canada's research on multinationals.
Release date: 2007-11-13 - Articles and reports: 88F0006X2006010Description:
It is well-known that small firms are managed differently from large firms, and this paper provides further evidence in support of this idea while suggesting that some small firms are adopting management behaviours of larger firms. Could these small firms be positioning themselves for growth or using organisational innovation as a tool for survival or adopting some formal organization practices early? In 2004, the Survey of Electronic Commerce and Technology provided a list of eight management practices that according to interviews with small and medium-sized firms indicated potential firm growth. The management practices listed were organisational structures; employee feedback surveys; mentoring or coaching programs; and written strategies for marketing; managing growth; commercialisation of intellectual property; succession management; and risk management.
Release date: 2006-10-02 - 3. A Portrait of Entrants and Exits ArchivedArticles and reports: 11F0019M1999121Geography: CanadaDescription:
Entry and exit are important phenomena. This paper reviews the evidence on the size of this process and its contribution to productivity and innovation. It then develops a detailed portrait of the characteristics of new firms that survive and those that fail. In doing so, it examines the type of competencies that are developed in both groups of firms. It asks which competencies are developed by new firms. In particular, it focuses on the innovative capabilities of new firms. It shows that small firms in general and entrants in particular are heterogeneous when it comes to their innovative activity. The types of innovative activity in which they are engaged vary widely. Some focus on research and development (R&D) and new products. Others focus on new technologies. Still others stress the development of human capital. In addition, this paper examines the competitive environment that new firms face and the connection between growth and innovation. It also examines the complementary skills that are employed by innovators. Finally, the paper focuses on the causes of failure in the firm population. It extends earlier work that finds that failing firms differ from surviving firms in terms of basic competencies-management, financial management and marketing capabilities.
Release date: 1999-02-25 - Articles and reports: 11F0019M1997102Geography: CanadaDescription:
The strategies and competencies of small and medium-sized firms are explored here using the responses to the Survey of Growing Small and Medium Size Enterprises, conducted by Statistics Canada. The paper classifies small and medium-sized firms by innovator type and explores the complementary strategies in management, marketing, human resources and financing that are adopted by each innovator type and the success of each type of innovator.
A taxonomy of innovative types is developed that is based on the product/process development orientation of the firm. Differences in competencies in the area of human resources, management, marketing and finance that are possessed by firms in each group are examined. Firms are classified into one of four groups-product innovators, comprehensive (product and process) innovators, process innovators, or non-innovators-based on their responses to 22 innovation-related questions on the survey. These groups correspond to different stages in the development of a product market. Product innovators occupy the first stage, the time when the product is initially introduced. Comprehensive innovators represent the second stage, when the product demand is still growing, and firms in addition to producing new products, have begun to make dramatic improvements in their production efficiencies, by concentrating on process innovations as well as product innovations. Process innovators represent the third phase in the development of a product market, when the product characteristics have become established, and firms seek to improve their market share mainly by improving their production efficiencies. Finally, the last phase is characterized by a relatively stable product line, with a mature production technology.
The competencies of firms differ across these innovative types. Comprehensive innovators tend to develop greater capabilities than the other innovators in a wide range of areas. Comprehensive innovators also tend to outperform the other innovators in terms of growth in sales, market share, and employment size.
Innovators also tailor their financial strategies to their innovator type. Product innovators focus on a low debt/asset strategy with non-standard sources like venture capital. In later stages of the innovation life cycle-comprehensive and process innovators place great emphasis on higher debt/asset ratios and make greater use of long-term debt and equity capital.
Release date: 1998-01-22
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- Articles and reports: 11-622-M2007014Geography: CanadaDescription:
The paper's main objective is to provide a concise synthesis of a wide array of data and research on multinationals originating in Statistics Canada, focusing on both historical and current studies.
Chapter 2 discusses the macroeconomic contribution of foreign multinationals, focusing on two leading indicators of foreign multinational activity, foreign control and foreign direct investment. This chapter also describes studies that evaluate the contribution that foreign-controlled companies make to aggregate trade flows, linking changes in multinational trade intensity to the strategic reorganization of their production activities.
Chapter 3 concentrates on the strategies and activities of foreign multinationals that are relevant to ongoing debates over whether the presence of foreign multinationals promotes, or hampers, Canada's industrial competitiveness. This chapter first examines evidence that domestic and foreign firms respond differently to domestic market conditions. Second, it asks whether foreign firms compete in different ways than domestic firms do. Third, it examines the relative emphasis that foreign multinationals place on innovation and technology practices, and reports on the relationship between these activities and observable market outcomes. Fourth, it reports on the contribution that foreign-controlled firms make to productivity growth. Fifth, it discusses new research that focuses on the relationship between foreign ownership and head-office employment. Studies in these areas speak directly to the issue of whether foreign multinationals truncate or develop their corporate activities in host markets.
Chapter 4 focuses on studies that examine the foreign activities of Canadian-owned multinationals and how their domestic plants compare to foreign-controlled plants operating in Canada.
Chapter 5 offers an appraisal of Statistics Canada's research on multinationals.
Release date: 2007-11-13 - Articles and reports: 88F0006X2006010Description:
It is well-known that small firms are managed differently from large firms, and this paper provides further evidence in support of this idea while suggesting that some small firms are adopting management behaviours of larger firms. Could these small firms be positioning themselves for growth or using organisational innovation as a tool for survival or adopting some formal organization practices early? In 2004, the Survey of Electronic Commerce and Technology provided a list of eight management practices that according to interviews with small and medium-sized firms indicated potential firm growth. The management practices listed were organisational structures; employee feedback surveys; mentoring or coaching programs; and written strategies for marketing; managing growth; commercialisation of intellectual property; succession management; and risk management.
Release date: 2006-10-02 - 3. A Portrait of Entrants and Exits ArchivedArticles and reports: 11F0019M1999121Geography: CanadaDescription:
Entry and exit are important phenomena. This paper reviews the evidence on the size of this process and its contribution to productivity and innovation. It then develops a detailed portrait of the characteristics of new firms that survive and those that fail. In doing so, it examines the type of competencies that are developed in both groups of firms. It asks which competencies are developed by new firms. In particular, it focuses on the innovative capabilities of new firms. It shows that small firms in general and entrants in particular are heterogeneous when it comes to their innovative activity. The types of innovative activity in which they are engaged vary widely. Some focus on research and development (R&D) and new products. Others focus on new technologies. Still others stress the development of human capital. In addition, this paper examines the competitive environment that new firms face and the connection between growth and innovation. It also examines the complementary skills that are employed by innovators. Finally, the paper focuses on the causes of failure in the firm population. It extends earlier work that finds that failing firms differ from surviving firms in terms of basic competencies-management, financial management and marketing capabilities.
Release date: 1999-02-25 - Articles and reports: 11F0019M1997102Geography: CanadaDescription:
The strategies and competencies of small and medium-sized firms are explored here using the responses to the Survey of Growing Small and Medium Size Enterprises, conducted by Statistics Canada. The paper classifies small and medium-sized firms by innovator type and explores the complementary strategies in management, marketing, human resources and financing that are adopted by each innovator type and the success of each type of innovator.
A taxonomy of innovative types is developed that is based on the product/process development orientation of the firm. Differences in competencies in the area of human resources, management, marketing and finance that are possessed by firms in each group are examined. Firms are classified into one of four groups-product innovators, comprehensive (product and process) innovators, process innovators, or non-innovators-based on their responses to 22 innovation-related questions on the survey. These groups correspond to different stages in the development of a product market. Product innovators occupy the first stage, the time when the product is initially introduced. Comprehensive innovators represent the second stage, when the product demand is still growing, and firms in addition to producing new products, have begun to make dramatic improvements in their production efficiencies, by concentrating on process innovations as well as product innovations. Process innovators represent the third phase in the development of a product market, when the product characteristics have become established, and firms seek to improve their market share mainly by improving their production efficiencies. Finally, the last phase is characterized by a relatively stable product line, with a mature production technology.
The competencies of firms differ across these innovative types. Comprehensive innovators tend to develop greater capabilities than the other innovators in a wide range of areas. Comprehensive innovators also tend to outperform the other innovators in terms of growth in sales, market share, and employment size.
Innovators also tailor their financial strategies to their innovator type. Product innovators focus on a low debt/asset strategy with non-standard sources like venture capital. In later stages of the innovation life cycle-comprehensive and process innovators place great emphasis on higher debt/asset ratios and make greater use of long-term debt and equity capital.
Release date: 1998-01-22
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