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At present, China’s forestry development is mainly driven by the traditional production factors such as forestry labor force, land resources and capital and thus the top priority of forestry development is to optimize forestry production factors. Scientific and effective forestry labor input has a significant role in promoting the development of forestry industry. Given that the actual input to forestry labor is not clear, the accuracy of the forestry industry development may be slightly affected. Based on the monitoring project of collective forest tenure reform (RCFT), this paper uses the survey data of 3,500 rural households in seven provinces of China from 2010 to 2014 and 2016 to 2017 to measure the actual labor force in China, and empirically analyzes and studies the factors influencing the development of forestry industry based on the provincial data of forestry in China, and further discusses the heterogeneous impact of forestry production factors on the development of forestry industry.

In this paper, the generalized least squares estimation model is used to calculate the actual number of forestry labor in China, and then the Cobb–Douglas production function is selected to explore the influencing factors of forestry industry development.

The results show that the actual number of forestry labor force in China continues to decline and the degree of reduction varies from different regions. The forestry labor is a major factor that promotes the development of the forestry industry, but this promotion is affected by the low matching degree between the forestry production factors and thus further inhibits the development of the forestry industry. Due to the time lag of the reform, the implementation of RCFT first weakens and then promotes the development of forestry production. Further on, the forestry labor input is heterogeneous in land resource endowment, forestry investment source and the proportion of management personnel.

Therefore, researches show that the feasible way to promote the development of forestry industry is to expand the scale of forestry labor force, optimize the mutual allocation of forestry production factors, enhance the input of human capital in forestry and deepen the RCFT.

The purpose of this paper is to provide practitioners and students a practical yet comprehensive set of templates for applying Michael Porter's five forces framework for industry analysis.

Based on experiences with practicing managers, small business owners, industry analysts, academics, and students, a set of industry analysis templates that systematically guides an analyst through a comprehensive assessment of the five forces is presented with the following: copies of the templates themselves, descriptions of their structure and use, an example of a completed template (spectator sports industry), and a discussion of possible modifications and extensions.

The industry analysis templates described in this paper retain the comprehensiveness of Porter's framework but in a format much more student/manager-oriented using graphics, visual cues, a uniform structure, and straightforward descriptions of concepts. Template users show evidence of deeper strategic insights and have a sophisticated tool for future analysis.

Managers, analysts, students, and others wanting robust industry analysis are provided with a comprehensive, structured, and practical set of templates to use in assessing an industry using the five forces framework.

Leading strategic management texts and other sources provide no comprehensive, systematic, and robust format for conducting a five forces analysis of an industry. The set of industry analysis templates described in this paper provides a visually compelling, user-friendly format that can assist those analyzing industries gain important strategic insights not only into industry drivers, but also important competitive advantages for individual firms.

Utilising a substantial volume of reliable international literature, information and positions – as well as many, less credible, local ones – the research analyses and interprets theoretical, secondary and primary data that are specific, relevant or peripheral to the emerging oil and gas industry of Cyprus. The purpose of this paper is to identify and investigate the forces and factors that affect the development of this very new industry; and to integrate them into a single provisional industry forces model.

This research is purely exploratory and is methodologically based on the review, comparison and interrelation of an extensive array of theoretical and secondary data works; which is reinforced and refined through an injection of primary qualitative work in the form of 20 expert and high-level interviews.

The research achieves the above-stated aim and further concludes with a schematic industry representation, allowing a comprehensive overview of the industry and additionally depicting some of the key interrelationship categorisations that constitute the key factors in decision-making at all levels.

The value of the research lies in its real-time approach to data gathering and analysis. The research aids in the understanding of the environment components, not simply as individual elements affecting their subject, but as a comprehensive system; demonstrating that it is this exact systemic understanding of the constituent elements that will support and facilitate the proper development of the industry. The research also bears global/generic importance as it provides a rare insight to the issues and complexities of a country having to first deal with the discovery of hydrocarbons in its economic zone.

Modelling of sustainable development is essential, as environmental protection is regarded as a top global priority in the twenty‐first century. The basic objective of this paper is to provide a conceptual framework, named the Four Forces model for diagnosing the process of sustainable development.

Michael Porter's Five Forces model serves as a starting‐point to derive the Four Forces model. The Four Forces model, which is developed based on Back Casting technique, shows the transformation process from current unsustainable development to future sustainable development through environmental degradation, greening force and greening process. These five major components are related based on cause and effect.

The paper reveals that a clear understanding of the transformation process and their integration is necessary for successful implementation of sustainable development projects, as the transformation is a continuous process. The Four Forces model is a generic and contribute towards a richer understanding of sustainable development process.

The suggested conceptual model provides a holistic view of sustainable development and does not attempt to provide a detailed, step‐by‐step approach for implementing sustainable development in industries. This paper helps to initiate future studies in this area.

In line with Michael Porter's three generic competitive strategies, this study analysis various greening strategies and greening tools and also recommends the Green Productivity as a better tool for implementing sustainable development in industries. The model can be used as a framework for further development of a practical sustainable development system in industries.

The wine industry of New Zealand has rapidly developed and matured in the last decade to produce an international product that is highly desired by key global markets, and has become a major contributor to the economy. However, limited productive capacity, and macroeconomic forces have contrived to constrain the global marketing opportunities, essentially forcing New Zealand wines into niche markets. These forces include: global market forces, technological forces, global cost forces, and socio‐political macro‐economic forces. The impact of these forces are analysed in this article. Several analytical tools borrowed from ‘lean manufacturing’ are used to construct a conceptual value chain map of the generic industry. A key concept for success that will be a challenge to industry participants is to create and deliver ‘value’ in the minds of the final consumer. This can be achieved by mapping/measuring the value generated in different parts of the supply chain while still allowing for the synergies generated by the whole system.

The paper's purpose is to investigate the direct and indirect effects of industry competitive forces on strategy‐making and performance in small‐to‐medium‐sized manufacturing companies.

The paper's approach is a survey design with structural equation modeling used for hypotheses testing.

The findings provide strong support for the mitigating role of managerial action through the strategy‐making process and indications that this is true regardless of small‐to‐medium‐sized enterprise (SME) size. Also, automotive‐manufacturing SMEs seem to exhibit higher levels of competitive factors compared with non‐automotive manufacturing SMEs.

The major limitation of this research is that the survey was taken in the Mid‐western USA and involved only SME manufacturing organizations. The research should be extended to other geographic regions, industry types, and larger organizations.

Many small company managers feel that they have little impact on industry‐wide macro‐economic and industry‐specific forces. This research indicates that managers in SMEs can mitigate some of the negative effects of industry competitive factors through strategy‐making activities.

This research is unique in several ways. It is the only research that has clearly identified and successfully measured the impact of managerial action in SMEs. It demonstrates that managerial action can be measured by comparing the direct and indirect effects of industry competitive forces on performance. It further identifies the need for a self‐assessment tool to measure the effectiveness of managerial action of top managers in SMEs.

The authors' work examines whether coercive forces in the general regulatory environment lead to similarity in social media policy across industries and if memetic forces of industry-specific values and norms lead to greater similarity of social media policy within industries.

Corporate social media policies were analyzed using a convergent parallel mixed method design to assess and identify themes and similarities. Using an institutional theory lens, this paper examines whether coercive forces in the general regulatory environment lead to similarities in social media policies across industries, and if mimetic forces from industry-specific norms lead to greater similarity of social media policies within industries. Findings suggest that industry-specific, institutional field-level mimetic forces have a greater effect on social media policy isomorphism than environmental-level coercive forces. This study represents the first assessment of corporate social media policies across organizations and industries.

Findings suggest that industry-specific, institutional field-level mimetic forces have a greater effect on social media policy isomorphism than environmental-level coercive forces.

Limitations related to sampling were primarily related to policy collection. To deal with these limitations, the sample was planned to allow for the inclusion of both randomly selected North American companies from the Fortune 500 list and another random selection of 35 companies from within a convenience sample of 100 North American firms who had a publicly available social media policy online.

The authors' research speaks to management, directors and researchers who work with policy, governance or risk management as the authors demonstrate the effect regulatory and normative institutions have on social media policies: stakeholders within and without given industries are forcing firms to develop legitimacy-providing social media policies by penalizing those that do not. The authors' findings demonstrate that firms respond to the 21st Century potential corporate risk of unsanctioned social media communications by developing corporate social media policies with similar themes. By identifying the themes common in corporate social media policies, the authors have identified best practices constituting a risk mitigation tool for boards.

The authors' approach is innovative in focus and approach. First, using an institutional theory lens, the authors assess the influence of regulatory and memetic forces on social media policies as a formal structure within an institutional field. Second, the authors' approach includes the first major assessment of North American social media policies across a wide array of organizations and industries, adding to understanding about approaches currently used to manage increased social media use in the workplace.

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.

Michael Porter's Five Forces Model provides an ideal mechanism and framework to study the Oman telecommunications industry's competitive structure. The purpose of this paper is to use this model to identify the competitive forces that affect it the most.

This paper is based on empirical research. The data were collected primarily from secondary sources such as published interviews of chief executive officers of the telecommunication companies in Oman, government reports, and Telecommunication Regulatory Authority of Oman (TRA). The authors then used Michael Porter's five forces model to investigate the competitiveness of the telecommunication industry in Oman.

The analysis shows that the strongest competitive forces in the industry are rivalry among competitors and threat of substitutes. While the threat of entry and power of buyers also having a significant impact, the power of suppliers is of very limited impact. Hence, the five forces model impacts uniformly on all the players in Oman's telecommunication market and have important strategy implications for them all. The results of this analysis are then used as a critical tool to formulate effective strategies for industry players in the face of the changing dynamics of telecommunication services industry in Oman.

This study is one of the few papers that attempted to study the telecommunication industry in Oman in depth. However, this is the first research study that investigated the competitive landscape of this industry using an established framework such as Michael Porter's five forces model. As such, the study brought to light new insights and paradigms in competing in the telecommunication industry in Oman. This study also suggests new strategic directives to the incumbents, new entrants, buyers and suppliers.