COPY WATCHES, TAILORED CLOTHES, AND THE STRUCTURE-]CONDUCT-]PERFORMANCE PARADIGM

This paper explores the classic structure --> conduct --> performance paradigm in the context of the industrial structure of Hong Kong. It i s shown that, notwithstanding the absense of a few dominant procedures and the on-going restructuring of the manufacturing sector, even in a 'quasi-developed' open economy such as that of Hong Kong the paradigm gleans strong empirical support.