Managerial assets and actions: what can we learn from New Zealand's research and innovation landscape?

Abstract

Productivity and innovation are cornerstones of New Zealand's competitiveness. The managerial flow model provides a unique perspective, framing two decades of invest- ment encouraging private sector participation at a national level. The New Zealand case suggests that appropriate managerial actions can lead to managerial assets and vice-versa. This positive feedback loop provides a platform for policies regarding in- novation, a forum for organisational learning for policy makers, and an example of best practices in planning and investing in a country's innovation landscape.