Review of Professional Management- A Journal of New Delhi Institute of Management

Sari Joutsimaki ¹, Ajeet Mathur ²

Affiliations
1 Tempere University of Technology, FI
2 IIM Ahmedabad, IN

Abstract

"We have no chance of managing paradoxes if we are not prepared to give up something, if we are not willing to bet on the future and if we cannot find it in ourselves to take a risk with people. These are our pathways through the paradoxes, if we have the will. The pursuit for our own short-term advantage, and the desire to win everything we can, will only perpetuate animosities, destroy alliances and partnerships, frustrate progress, and breed lawyers and bureaucracies of enforcement." (Charles Handy, 1994:81).

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Ajeet Mathur ¹

Affiliations
1 IIM Ahmedabad, IN

Abstract

"Our strategy is to be the low-cost provider".. "We're pursuing a global strategy"..."The Company's Strategy is to integrate a set of regional acquisitions"... "Our strategy is to provide unrivaled customer service".. "Our strategic intent is to always be the first mover" .."Our strategy is to move from defense to industrial applications".. What do these grand declarations have in common? Only that none of them is a strategy."

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Ajeet Mathur ¹

Affiliations
1 NDIM, IN

Abstract

Any country that aspires to sustainability and quality of life for its populace must have credentials to be both worth securing and be capable of securing inter-generational well-being with flows and partnerships across its borders. This pursuit of economic security through international economic relations is designed to facilitate the flow of goods, services, capital, ideas, information and natural persons. These flows induce domestic and foreign competition and encourage cross-border cooperation among interest groups. This process pervades governance frames, challenges notions of competitiveness and competition policies and fundamentally transforms international economic relations. The problematique raises many perplexing questions which this paper condenses into two main inquiries: How do the requirements of national governance, competitiveness and international regimes affect the Role of State in these three arenas? Which ways of harmonising the trine of governance, competitiveness and international economic relations are efficient, equitable and cost-effective? The paper presents a conceptual framework visualising international competitiveness and its impulses as onion- peels between the core necessities of what constitutes national governance and the bilateral, plurilateral and multilateral building blocks of international economics relations regimes. The paper analyses globalised and globalising sectors and national agendas to understand the strategic mapping of policy choices for U.S.A., EU, Japan, Russia, China, and India. The paper concludes that the role of the State must internalise national governance, competitiveness and international economic relations as necessary complements, not substitutes.

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