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- Articles and reports: 11F0019M1995075Geography: CanadaDescription:
This study examines technology use in Canada's manufacturing sector, and how a set of technology-using manufacturing establishments performed relative to non-users. Data originates from a recent Statistics Canada survey, asking manufacturing firms about their use of 22 advanced manufacturing technologies, and panel data taken from the Census of Manufacturers.
Results show that the use of advanced manufacturing technology is widespread, especially in large firms, that multiple-technology use is the norm, and that technologies are generally combined within, as opposed to across, production stages. The technology revolution has been felt more in the area of inspection and communications, and less in fabrication and assembly. In terms of performance, technology-using establishments pay higher wages, enjoy higher labour productivity, and are gaining market share at the expense of non-users.
Release date: 1995-08-30 - Articles and reports: 11F0019M1994072Geography: CanadaDescription:
This paper examines the maturation process of firms that enter an industry by constructing new plant and investigates the extent to which improvements in the performance of an entry cohort are the result of a selection process that culls out the most inefficient entrants or of a learning process that allows survivors to improve their performance relative to incumbent firms. Both selection and evolutionary learning are related to post-entry performance. Despite the difference in the effect of selection and learning on the amount of post-entry growth, selection per se is a more important contributor to overall growth of a cohort.
Release date: 1995-04-30 - Articles and reports: 11F0019M1995073Geography: CanadaDescription:
This study investigates differences in the policies being pursued by innovative and non-innovative firms. It focuses on a broad group of strategies -- in marketing, finance, production, management and human resources and asks whether there are key areas in which the strategies being followed by innovative and non-innovative firms differ. It also asks how the activities of firms in each of these areas differs. Finally, it compares the performance of innovative and non-innovative firms. The study finds that innovative firms place a greater emphasis on management, human resources, marketing, financing, government programs and services, and production efficiencies. In most of these areas, innovative firms pursue activities more intensively. Finally, innovative firms are more successful than non-innovative firms.
Release date: 1995-02-28 - 4. Innovation: The Key to Success in Small Firms ArchivedArticles and reports: 11F0019M1995076Geography: CanadaDescription:
This study examines the differences in strategies and activities pursued by a sample of more-successful and less-successful group of growing small- and medium-sized enterprises. Amongst other matters, it examines different functional strategies -- the importance of management, human resource practices, marketing, financing, and the innovativeness of the firm. Innovative activities are the most important determinants of success; that is, for a wide range of industries, they serve to discriminate between the more- and the less-successful firms better than any other variable. Almost all of the strategy questions that relate to innovative activity receive higher scores from the more-successful group of firms than from the less-successful group of firms. This is also the case for innovative activities -- whether a firm possesses an R&D unit, its expenditure on R&D relative to total investment, and its R&D-to-sales ratio.
Release date: 1995-02-28
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- Articles and reports: 11F0019M1995075Geography: CanadaDescription:
This study examines technology use in Canada's manufacturing sector, and how a set of technology-using manufacturing establishments performed relative to non-users. Data originates from a recent Statistics Canada survey, asking manufacturing firms about their use of 22 advanced manufacturing technologies, and panel data taken from the Census of Manufacturers.
Results show that the use of advanced manufacturing technology is widespread, especially in large firms, that multiple-technology use is the norm, and that technologies are generally combined within, as opposed to across, production stages. The technology revolution has been felt more in the area of inspection and communications, and less in fabrication and assembly. In terms of performance, technology-using establishments pay higher wages, enjoy higher labour productivity, and are gaining market share at the expense of non-users.
Release date: 1995-08-30 - Articles and reports: 11F0019M1994072Geography: CanadaDescription:
This paper examines the maturation process of firms that enter an industry by constructing new plant and investigates the extent to which improvements in the performance of an entry cohort are the result of a selection process that culls out the most inefficient entrants or of a learning process that allows survivors to improve their performance relative to incumbent firms. Both selection and evolutionary learning are related to post-entry performance. Despite the difference in the effect of selection and learning on the amount of post-entry growth, selection per se is a more important contributor to overall growth of a cohort.
Release date: 1995-04-30 - Articles and reports: 11F0019M1995073Geography: CanadaDescription:
This study investigates differences in the policies being pursued by innovative and non-innovative firms. It focuses on a broad group of strategies -- in marketing, finance, production, management and human resources and asks whether there are key areas in which the strategies being followed by innovative and non-innovative firms differ. It also asks how the activities of firms in each of these areas differs. Finally, it compares the performance of innovative and non-innovative firms. The study finds that innovative firms place a greater emphasis on management, human resources, marketing, financing, government programs and services, and production efficiencies. In most of these areas, innovative firms pursue activities more intensively. Finally, innovative firms are more successful than non-innovative firms.
Release date: 1995-02-28 - 4. Innovation: The Key to Success in Small Firms ArchivedArticles and reports: 11F0019M1995076Geography: CanadaDescription:
This study examines the differences in strategies and activities pursued by a sample of more-successful and less-successful group of growing small- and medium-sized enterprises. Amongst other matters, it examines different functional strategies -- the importance of management, human resource practices, marketing, financing, and the innovativeness of the firm. Innovative activities are the most important determinants of success; that is, for a wide range of industries, they serve to discriminate between the more- and the less-successful firms better than any other variable. Almost all of the strategy questions that relate to innovative activity receive higher scores from the more-successful group of firms than from the less-successful group of firms. This is also the case for innovative activities -- whether a firm possesses an R&D unit, its expenditure on R&D relative to total investment, and its R&D-to-sales ratio.
Release date: 1995-02-28
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