The Competitiveness of British Industry: What Really Makes the Difference?

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Abstract
Tightly controlled studies of competitiveness such as this one find few detectable differences between above and below‐average firms. This casts doubt on the validity and reliability of previous work claiming to have identified correlates of success. A wide range of these so‐called differentiating success factors are covered and concludes that only long‐term planning, the length of long‐term plans and some strategic options are associated with success.