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Leadership, Flexibility, and Growth

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  • Marcel Boyer

Abstract

The author first presents three different facets of leader-follower structures that could be introduced in formal theoretical growth models to make explicit the process by which followers may be able to catch up with leaders. He then stresses the need for models with multiple final goods, incorporating new technologies characterized as flexible manufacturing systems, since growth is also a matter of better matching between products and preferences. Finally, the author addresses the question of how a leader-follower structure affects the incentives to invest strategically in flexible manufacturing systems technologies.

Suggested Citation

  • Marcel Boyer, 1991. "Leadership, Flexibility, and Growth," Canadian Journal of Economics, Canadian Economics Association, vol. 24(4), pages 751-773, November.
    • Handle: RePEc:cje:issued:v:24:y:1991:i:4:p:751-73
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    Cited by:

    1. Magnus Henrekson & Dan Johansson & Johan Karlsson, 2024. "To Be or Not to Be: The Entrepreneur in Neo-Schumpeterian Growth Theory," Entrepreneurship Theory and Practice, , vol. 48(1), pages 104-140, January.
    2. Magnus Hoffmann & Grégoire Rota‐Graziosi, 2020. "Endogenous timing in the presence of non‐monotonicities," Canadian Journal of Economics/Revue canadienne d'économique, John Wiley & Sons, vol. 53(1), pages 359-402, February.
    3. Marcel Boyer & Michel Moreaux, 1995. "Capacity Commitment Versus Flexibility: The Technological Choice Nexus in a Strategic Context," CIRANO Working Papers 95s-35, CIRANO.
    4. Boyer, Marcel, 1996. "L’économie des organisations," L'Actualité Economique, Société Canadienne de Science Economique, vol. 72(3), pages 247-274, septembre.
    5. Henrekson, Magnus & Johansson, Dan & Karlsson, Johan, 2021. "To Be or Not to Be: The Entrepreneur in Endogenous Growth Theory," Working Papers 2021:3, Örebro University, School of Business.
    6. Marcel Boyer, 1997. "L'économie des organisations : Mythes et réalités," CIRANO Working Papers 97s-02, CIRANO.

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