| About This Report |
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iii | |
| Summary |
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v | |
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xi | |
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Chapter One The Sources of National Competitive Advantage |
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1 | (36) |
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Looking for Societal Sources of Competitive Advantage |
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4 | (2) |
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Are We Talking About "Culture"? |
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6 | (6) |
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12 | (9) |
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Methodology for a Complex Issue: Demonstrated Causal Associations |
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21 | (8) |
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29 | (5) |
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The Basis for a National Competitive Renaissance |
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34 | (3) |
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Chapter Two Factors Other Than Societal Qualities That Determine Competitive Position |
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37 | (32) |
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38 | (7) |
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Exogenous Factors, Mechanisms, and Events |
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45 | (5) |
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50 | (3) |
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Nonsocietal Sources of Advantage |
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53 | (14) |
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67 | (2) |
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Chapter Three National Ambition and Will |
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69 | (26) |
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Defining the Characteristic |
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72 | (8) |
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The Theoretical Case for the Competitive Advantage of National Ambition and Will |
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80 | (1) |
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National Ambition and Will and Competitive Outcomes: Evidence from Cases |
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81 | (8) |
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Tying National Ambition and Will to Competitive Outcomes: Other Evidence |
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89 | (1) |
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The Balance: Avoiding Overreach |
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90 | (5) |
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Chapter Four Unified National Identity |
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95 | (28) |
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Defining the Characteristic |
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99 | (2) |
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The Theoretical Case for the Competitive Value of National Identity |
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101 | (1) |
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Collective Identity and Competitive Outcomes: Evidence from Cases |
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102 | (12) |
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Collective Identity and Competitive Outcomes: General Evidence Ill |
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The Basis for Unified Identity: A Public-Spirited Elite |
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114 | (4) |
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The Balance: The Risks of Excessive National Identification |
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118 | (5) |
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Chapter Five Shared Opportunity |
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123 | (34) |
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Defining the Characteristic |
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126 | (3) |
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The Theoretical Case Linking Shared Opportunity and Competitive Advantage |
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129 | (3) |
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Tying Shared Opportunity to Competitive Outcomes: Evidence from Cases |
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132 | (16) |
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Empirical Evidence: Research on Shared Opportunity and Competitive Standing |
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148 | (4) |
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The Competitive Risks of an Absence of Opportunity |
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152 | (3) |
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The Balance: Competitive Merit and Psychological Resilience |
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155 | (2) |
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Chapter Six An Active State |
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157 | (24) |
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Defining the Characteristic |
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159 | (4) |
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The Active State and Competitive Advantage: Evidence from Cases |
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163 | (13) |
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Other Evidence: General Support for the Importance of an Active State |
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176 | (3) |
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The Balance: Avoiding Overbearing Interference |
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179 | (2) |
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Chapter Seven Effective Institutions |
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181 | (28) |
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Defining the Characteristic |
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183 | (2) |
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The Theoretical Case for the Competitive Advantage of Strong and Effective |
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185 | (3) |
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Institutions and Competitive Outcomes: General Evidence |
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188 | (6) |
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Effective Institutions and Competitive Outcomes: Evidence from Cases |
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194 | (11) |
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The Balance: The Risk of Constraining Bureaucracy |
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205 | (4) |
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Chapter Eight A Learning and Adapting Society |
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209 | (28) |
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Defining the Characteristic |
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212 | (5) |
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The Theoretical Case for Competitive Advantage: A Learning and Adapting Society |
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217 | (1) |
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A Learning and Adapting Society and Competitive Outcomes: Evidence from Cases |
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218 | (8) |
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National Adaptation and Creativity |
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226 | (4) |
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Orthodoxy: The Enemy of Learning and Adapting |
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230 | (2) |
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Learning and Adapting: General Evidence |
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232 | (2) |
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The Balance: The Need for a Grounding Tradition |
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234 | (3) |
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Chapter Nine Competitive Diversity and Pluralism |
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237 | (16) |
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Defining the Characteristic |
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239 | (1) |
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The Theoretical Case for Competitive Diversity and Pluralism |
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240 | (2) |
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Diversity and Pluralism: Evidence from Cases |
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242 | (5) |
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Diversity and Pluralism: General Evidence |
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247 | (1) |
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The Balance: Avoiding Societal Instability |
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248 | (5) |
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Chapter Ten Assessing U.S. Standing in the Characteristics |
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253 | (50) |
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Characteristic 1 National Ambition and Will |
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254 | (4) |
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Characteristic 2 Unified National Identity |
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258 | (7) |
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Characteristic 3 Shared Opportunity |
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265 | (6) |
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Characteristic 4 An Active State |
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271 | (4) |
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Characteristic 5 Effective Institutions |
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275 | (6) |
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Characteristic 6 A Learning and Adapting Society |
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281 | (4) |
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Characteristic 7 Competitive Diversity and Pluralism |
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285 | (1) |
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Other Competitive Influences: Factors Other Than Societal Characteristics |
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286 | (11) |
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297 | (6) |
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Chapter Eleven Findings and Implications |
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303 | (14) |
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The Synergy of National Dynamism |
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305 | (3) |
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Transient Power Versus Sustainable Competitive Vibrancy |
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308 | (2) |
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A Framework for Understanding Trends in World Politics |
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310 | (3) |
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The Potential for an American Competitive Renaissance |
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313 | (4) |
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317 | (28) |
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345 | (22) |
| Abbreviations |
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367 | (2) |
| Bibliography |
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369 | |
