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China's defense industry is analyzed by comparing the technical level of the military and civilian products manufactured by China's nuclear, space, aviation, shipbuilding, ordnance, and electronics industries with their advanced counterparts. Generally, China's defense industry is about 20 years behind the global leaders. Thus, it is inappropriate to declare China's emergence as the world’s second military power. However, if it continues on its current development trajectory, it will attain that status in the near future.

This chapter adopts a problem-solving perspective to analyze the competitive dynamics of innovation ecosystems. We argue that features such as uncertainty, complexity, and ambiguity, entail different knowledge requirements which explain the varying abilities of focal firms to coordinate the ecosystem and benefit from the activities of their suppliers, complementors, and users. We develop an analytical framework to interpret various instances of coupling patterns and identify four archetypical types of innovation ecosystems.

Despite the high profile of climate change rhetoric and the carbon intensive nature of flying, policies for controlling CO₂ from aviation remain at odds with global commitments on climate change. Taking a carbon budgeting approach to compare future aviation scenarios with the scale of necessary emission reductions demonstrates the extent of this contradiction. The significant potential for ongoing aviation growth contrasts with the need to curb substantially global CO₂ emissions across all sectors. For even a 50:50 chance of staying within the 2°C threshold, emission pathways imply around a 75% cut in absolute emissions by 2050 (from 1990 levels). Set against this, aviation’s CO₂ emissions are expected to grow by between 170% and 480% over the same period, and they could feasibly be higher still.

For the international community to be serious about its climate change commitments, moral and ethical concerns need to be considered alongside technical and economic issues. It is timely to question whether expansion of an industry with few technological options for decarbonisation is a reasonable way to gamble with our future.

Competition had traditionally been highly intense in the airline sector, forcing airlines to continually foster collaborative practices. Although Information & Communication Technologies (ICT) had always been the backbone of any airline collaborative practice, research investigating the role of ICT in supporting collaboration had been solely concentrated on Global Distribution Systems (GDS) and their impact on marketing practices. In this vein, the importance of GDS to support streamlined supply chains in the airline sector has been neglected. This paper aims to show how the functionality and core competences of GDS are exploited to facilitate collaborative supply chain management and enhance airlines’ competitiveness.

This chapter develops a conceptual framework to help us position and understand the increasing importance of project-based innovation for industrial organization in the 21st century. It builds on and extends Joan Woodward's (1958 and 1965) pioneering research, which classifies industrial organizations according to the complexity of production technology and volume of output. We suggest that a radical revision of Woodward's framework is required to account for the extensive use of project-based organizations to gain competitive advantage through accelerated innovation and growth in new technologies and markets.

This exploratory paper discusses the undemocratic agenda setting of elites in Britain and how it has changed politics within a form of capitalism where much is left undisclosed in terms of mechanism and methods. It argues for a more radical exploratory strategy using C. Wright Mills’ understanding that what is left undisclosed is crucially important to elite existence and power, while recognising the limits on democratic accountability when debate, decision and action in complex capitalist societies can be frustrated or hijacked by small groups. Have British business elites, through their relation with political elites, used their power to constrain democratic citizenship? Our hypothesis is that the power of business elites is most likely conjuncturally specific and geographically bounded with distinct national differences. In the United Kingdom, the outcomes are often contingent and unstable as business elites try to manage democracy; moreover, the composition and organisation of business elites have changed through successive conjunctures.

The European defence industry has changed considerably since the late 1980s. The end of the Cold War required the industry to undertake major restructuring, especially when governments, expecting to reap a “peace dividend,” drastically cut procurement spending. In the early 2000s this restructuring was also influenced by the new context of international security, even though defence budgets have started to increase again since 1998. The European defence industry could not expect to escape from a radical transformation, beyond the specific crisis engendered by the end of the Cold War.