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Book part
Publication date: 22 October 2016

Marian Mahat and Leo Goedegebuure

Key forces shaping higher education drive institutions to make strategic choices to locate themselves in niches where they can make use of their resources effectively and…

Abstract

Key forces shaping higher education drive institutions to make strategic choices to locate themselves in niches where they can make use of their resources effectively and efficiently. However, the concepts of strategy and strategic positioning in higher education are contested issues due to the nature and complexity of the sector and the university. As an industry facing increasing pressure toward marketization and competition, this study calls for an analysis of higher education, as an industry, in a more business-oriented framework. This chapter makes a contribution to scholarly research in higher education by applying Porter’s five forces framework to medical education. In doing so, it provides a foundational perspective on the competitive landscape, its environment, its organizations, and the groups and individuals that make up the higher and medical education sector.

Details

Theory and Method in Higher Education Research
Type: Book
ISBN: 978-1-78635-895-0

Article
Publication date: 30 December 2022

Sunil Tiwari, Patita Paban Mohanty, Imali N. Fernando, Ibrahim Cifci and Mahendra Babu Kuruva

This paper aims to investigate the specific tea tourism (TT) determinants. This paper uses the Porter’s Diamond model to critically examine how India and Sri Lanka gained a…

Abstract

Purpose

This paper aims to investigate the specific tea tourism (TT) determinants. This paper uses the Porter’s Diamond model to critically examine how India and Sri Lanka gained a competitive advantage in the international market.

Design/methodology/approach

A cross-country study was conducted in which TT destinations in both India and Sri Lanka were considered for study. TT stakeholder perspectives were assessed through the Porter Diamond model, whereas data collection was based on a structured questionnaire that adopted the conceptual model (refer to the questionnaire as annex 1).

Findings

This study revealed that each determinant of Porter’s Diamond model (i.e. Factor Conditions – FC, Demand Conditions – DC, Related and Supporting Industry – RSI, Firm Strategy, Structure and Rivalry – SSR, Government – GO and Situational Force – SF) is playing a significant role in TT and India has an edge on Sri Lanka as a TT destination over each determinant of Porter Diamond model.

Research limitations/implications

This study restricts its scope to the present TT stakeholders of India and Sri Lanka, comprising 6 latent variables and 31 indicators, offering opportunities for future research to tourists and local residents in TT using the same model variables, and indicators.

Practical implications

This study highlights the emerging TT destinations in India and Sri Lanka by sensitizing the competitiveness and comparativeness using Porter’s Diamond model through the partial least squares structural equation modeling.

Originality/value

This study reflects a unique way of exploring emerging TT destinations through Porter’s Diamond model, signifying the competitive advantage.

目的

为了研究茶旅游的具体决定因素, 本文采用波特钻石模型批判性地检验印度和斯里兰卡如何在国际市场上获得竞争优势。

设计/方法论/方法

以印度和斯里兰卡作为茶旅游目的地进行的一项跨国研究。基于一项结构化问卷(附件1)进行数据收集, 并通过波特钻石模型评估茶旅游利益相关者的观点。

发现

研究表明, 波特钻石模型的每个决定因素:因子条件(FC)、需求条件(DC)、相关和支持产业(RSI)、企业战略、结构和竞争(SSR)、政府(GO)和情境力量(SF)都在茶旅游中发挥着重要作用。作为茶旅游目的地, 印度比斯里兰卡在波特钻石模型的每个决定因素方面都更具有优势。

研究局限/启示

目前的研究范围仅限于印度和斯里兰卡目前的茶旅游利益相关者, 包括六个潜在变量和31个指标, 为未来研究茶旅游中游客和当地居民的未来研究使用相同的模型变量和指标提供了可能。

实践启示

本研究使用波特钻石模型和PLS-SEM模型来突出印度和斯里兰卡作为新兴茶旅游目的地的竞争力和可比性。

创意/价值

这项研究展现了一种通过波特钻石模型来探索新兴茶旅游目的地的独特方法, 表明了它的竞争优势。

Propósito

Para investigar los determinantes específicos del turismo del té, el documento actual emplea el modelo del Diamante de Porter, examinando de forma crítica, cómo India y Sri Lanka obtuvieron una ventaja competitiva en el mercado internacional.

Diseño/metodología/enfoque

Este estudio se llevó a cabo en dos destinos turísticos del té como India y Sri Lanka. Las perspectivas de las partes interesadas en el turismo del té se evaluaron a través del modelo del Diamante de Porter, mientras que la recopilación de datos se basó en un cuestionario estructurado, adaptado del modelo conceptual (consulte el cuestionario como anexo 1).

Conclusiones

El estudio reveló que cada determinante del modelo del Diamante de Porter; Las condiciones de los factores (FC), las condiciones de la demanda (DC), la industria relacionada y de apoyo (RSI), la estrategia, la estructura y la rivalidad de la empresa (SSR), el gobierno (GO) y la fuerza situacional (SF) están desempeñando un papel importante en el turismo del té e India tiene una ventaja sobre Sri Lanka como destino de turismo de té sobre cada determinante del modelo de Porter.

Limitaciones/implicaciones de la investigación

El estudio actual restringe su alcance a las partes interesadas en el turismo del té de la India y Sri Lanka, que comprende seis variables latentes y 31 indicadores, ofreciendo oportunidades para futuras investigaciones a los turistas y residentes locales en el turismo del té utilizando las mismas variables e indicadores del modelo.

Implicaciones prácticas

El presente estudio destaca los destinos emergentes del turismo del té en India y Sri Lanka, sensibilizando la competitividad y la comparabilidad, utilizando el modelo del diamante de Porter y el modelo PLS-SEM.

Originalidad/valor

Este estudio refleja una forma única de explorar los destinos emergentes del turismo del té a través del modelo de diamante de Porter, lo que significa la ventaja competitiva.

Article
Publication date: 1 June 1997

Richard L. Priem, Abdul M. A. Rasheed and Shahrzad Amirani

Evaluates Wroe Alderson’s general theory of marketing as a possible platform for further developing Michael Porter’s ideas on strategic management. Alderson’s “transvection” and…

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Abstract

Evaluates Wroe Alderson’s general theory of marketing as a possible platform for further developing Michael Porter’s ideas on strategic management. Alderson’s “transvection” and Porter’s “value system” are compared, and the uses of these concepts by their authors in developing approaches to achieving sustainable competitive advantage are contrasted. The potential for extension of each theory based on their similarities and differences is discussed. Presents examples showing how Alderson’s ideas may be used to resolve impasses in Porter’s work, and how recent empirical work testing Porter’s value system may be useful in extending and justifying Alderson’s transvection ideas. More generally, we suggest that Alderson’s general theory may provide a starting point for integrating Michael Porter’s ideas with the concepts from the “resource‐based view” of strategy, and that instances of independent formulation of nearly‐identical theories present special opportunities for scholars interested in both theory building and theory testing.

Details

Journal of Management History, vol. 3 no. 2
Type: Research Article
ISSN: 1355-252X

Keywords

Article
Publication date: 1 January 1991

Byron Sharp

In this article which is based on a marketing analysis of MichaelPorter′s definition of competitive strategies, the confusion present inmarketing and strategic management texts as…

9927

Abstract

In this article which is based on a marketing analysis of Michael Porter′s definition of competitive strategies, the confusion present in marketing and strategic management texts as to the definitions of the three strategies of low cost, differentiation and focus is noted. The idea that using price to differentiate means a firm is using a low cost strategy is dismissed and the value of a definition of focus strategy as merely some degree of extreme differentiation is questioned. New definitions of the three strategies are proposed which are based upon the idea that firms react to, and take actions which influence, the structure of the market in which they operate. They influence market structure through determining the market′s proximity level ‐the minimum level of marketplace performance which a firm must reach in order to compete across the broad marketplace. If a firm has the ability to reach this level and go further to excel in the provision of one or more benefits, it can implement a differentiation strategy. Alternatively, it can attempt to lift the market′s proximity level or partake in imitative activity, which reduces the potential bases for differentiation in the market, a low cost strategy (only sensible for the firm with the lowest costs of production). If a firm lacks the ability to reach the proximity level, it must seek segments which do not require reaching proximity in order to serve them, a focus strategy.

Details

Marketing Intelligence & Planning, vol. 9 no. 1
Type: Research Article
ISSN: 0263-4503

Keywords

Book part
Publication date: 1 January 2008

Gary Cook and Naresh Pandit

Within academic literature, there has been a burgeoning of literature in the field of economic geography which has centred on the nature of local concentrations of economic…

Abstract

Within academic literature, there has been a burgeoning of literature in the field of economic geography which has centred on the nature of local concentrations of economic activity, with particular interest on those which are most dynamic, variously styled as clusters (Porter, 1990; Swann, Prevezer, & Stout, 1998), innovative milieux (Camagni, 1991), industrial districts (Piore & Sable, 1984), new industrial spaces (Scott, 1988) and nodes (Amin & Thrift, 1992). Such intense interest among geographers stands in contrast to the relatively more muted impact within the management, and more specifically, the strategy field (Audretsch, 2000). What makes this particularly odd are firstly, the intense interest of policy makers that has been stimulated by the seminal work of Porter (1990), and secondly the manifest claim and implication of much of the extant literature that the existence of dynamic clusters is at once both a result of corporate strategies and also a vital consideration which should inform strategic thinking. This chapter assesses the extent to which one of the UK's most successful clusters behaves in ways which are consistent with Porter's positive statements about the nature of clusters. In doing so, the chapter will consider insights which the wider literature offers on how and when concentrations of economic activity will give rise to superior performance, at least among some of the firms located there, which do not feature prominently in Porter's thinking. In particular, it will explore Martin and Sunley's (2003) critique of Porter's clusters concept and its utility as a basis for regional development policy. It will also consider recent contributions which claim that the resource-based theory (RBT) of the firm offers a superior framework for thinking about the strategic implications of clusters for corporate strategy, rather than the more industrial organization-based lens through which Porter views this issue. This chapter concludes that a synthesis is warranted rather than an attempt to claim that one view is correct and the other wrong.

Details

New Technology-Based Firms in the New Millennium
Type: Book
ISBN: 978-0-0805-5448-8

Article
Publication date: 19 October 2015

Robert Huggins and Hiro Izushi

The purpose of this paper is to provide an understanding of the origins and journey of the fundamental ideas underpinning Michael Porter’s The Competitive Advantage of Nations as…

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Abstract

Purpose

The purpose of this paper is to provide an understanding of the origins and journey of the fundamental ideas underpinning Michael Porter’s The Competitive Advantage of Nations as a means of assessing its influence.

Design/methodology/approach

Drawing on a reflection of the book’s text and associated works by Porter, the paper shows how Porter’s thinking evolved from his earlier writings, as well as how his ideas went through further periods of development following the publication of The Competitive Advantage of Nations.

Findings

The paper focuses on the emergence of Porter’s cluster theory and his growing acknowledgement of the role of innovation within processes of economic development. It shows how these concepts have provided a foundation for contemporary economic development practices. Also, the paper highlights how the fundamental concepts of Porter’s text have shifted from a unit of analysis focused on nations to one where subnational regions are the primary analytical unit.

Originality/value

The paper concludes by suggesting that the nature of Porter’s conceptual insights is likely to ensure the long-term endurance of the fundamental lessons contained within The Competitive Advantage of Nations.

Details

Competitiveness Review, vol. 25 no. 5
Type: Research Article
ISSN: 1059-5422

Keywords

Article
Publication date: 17 October 2016

Stephen Brosnan, Eleanor Doyle and Sean O’Connor

The purpose of this paper is to offer clarity on a central concept introduced in Porter’s The Competitive Advantage of Nations, i.e. the cluster. The authors situate the concept…

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Abstract

Purpose

The purpose of this paper is to offer clarity on a central concept introduced in Porter’s The Competitive Advantage of Nations, i.e. the cluster. The authors situate the concept introduced by Porter (1990) relative to two of its antecedents, the industrial district and industrial complex. Placing the cluster in a historical context permits consideration of the extent to which it, as a concept for analysis, may be differentiated from other geography-based approaches to economic phenomena. In this way, this paper examines the added value of the cluster concept derived from economic factors.

Design/methodology/approach

The paper provides a detailed literature review tracing the evolution of theories of location and agglomeration into which Porter’s cluster fits. The evolution of Porter’s own conceptualisation of the cluster and how this relates to theoretical clarity surrounding the concept is explored. Comparative analysis of theories of location, agglomeration and clustering is provided to identify similarities and differences across the approaches and identify the added value of the cluster concept in relation to other approaches.

Findings

Clustering represents a process associated with spatial organisational form which may offer advantages in efficiency, effectiveness and flexibility. Cluster benefits can be appreciated through the lens of Young’s (1928) identified sources of increasing returns. A key aspect in clustering is revealed in terms of its role in enabling four sources of increasing returns. The authors outline how these sources of increasing returns are related to “soft” processes of networking, interaction and individual and collective learning. Porter’s Diamond is a self-reinforcing system which can permit increasing returns and reinforce such tendencies of economic activity within agglomerations.

Originality/value

Added value from Porter’s cluster concept is identified in the context of both its locational anchoring and in terms of its potential for understanding the role of exploitation of increasing returns for development. This points to the importance of focusing on clustering as a process rather than on cluster within typologies of organisational form. This implies that the nature of relationships (and how they change) within and across markets, institutions and actors lies at the heart of clustering because of their roles in knowledge-generation, including innovation, knowledge sharing and upgrading.

Details

Competitiveness Review, vol. 26 no. 5
Type: Research Article
ISSN: 1059-5422

Keywords

Article
Publication date: 5 June 2017

Ibrahim M. Awad and Alaa A. Amro

The purpose of this paper is to map the cluster in the leather and shoes sector for improving the competitiveness of the firms. Toward this end, the study is organized to examine…

Abstract

Purpose

The purpose of this paper is to map the cluster in the leather and shoes sector for improving the competitiveness of the firms. Toward this end, the study is organized to examine the impact of clustering on competitiveness improvement. The influence of competitive elements and performance (Porter’s diamond) and balanced score card was utilized.

Design/methodology/approach

A random sample of 131 respondents was chosen during the period from May 2016 to July 2016. A structural equation modeling (SEM) analysis was applied to investigate the research model. This approach was chosen because of its ability to test casual relationships between constructs with multiple measurement items. Researchers proposed a two-stage model-building process for applying SEM. The measurement model was first examined for instrument validation, followed by an analysis of the structural model for testing associations hypothesized by the research model.

Findings

The main findings show that there is a unidirectional causal relationship between improvements of performance and achieve competitiveness and also reveal that the Palestinian shoes and leather cluster sector is vital and strong, and conclude that clustering can achieve competitiveness for small- and medium-sized enterprises.

Research limitations/implications

Future research can examine the relationship between clustering and innovation. The effect of clustering using other clustering models other than Porter’s model is advised to be used for future research.

Practical implications

The relationships among clustering and competitiveness may provide a practical clue to both, policymakers and researchers on how cluster enhances economic firms such as a skilled workforce, research, development capacity, and infrastructure. This is likely to create assets such as trust, synergy, collaboration and cooperation for improved competitiveness.

Originality/value

The findings of this study provide background information that can simultaneously be used to analyze relationships among factors of innovation, customer’s satisfaction, internal business and financial performance. This study also identified several essential factors in successful firms, and discussed the implications of these factors for developing organizational strategies to encourage and foster competitiveness.

Article
Publication date: 22 March 2013

Peng Zhang and Kerry London

Within the context of globalization, industrial competitiveness has played a decisive role in determining a country's status in the world. Porter's Diamond Model is the most…

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Abstract

Purpose

Within the context of globalization, industrial competitiveness has played a decisive role in determining a country's status in the world. Porter's Diamond Model is the most popular competitiveness theory currently available for explaining the achievement of a country's industrial and firm's competitive advantage. There has been considerable discourse in relation to Porter's Model and the purpose of this paper is to critique and refine Porter's Diamond Model and consider the theme of sustainable development towards the development of a new conceptual model, merging theories and concepts from internationalization, sustainable development and industry competitiveness.

Design/methodology/approach

Critical analysis of industrial competitiveness literature to explore the discourse on Porter's Model and identify challenges which are then informed by a consideration of internationalization and sustainable development literature.

Findings

The Porter's Diamond Model is re‐formed as the Internationalized Sustainable Industrial Competitiveness Model (ISIC Model) to meet the trends of internationalization and sustainable development.

Originality/value

The sustainable development concept is explicitly connected with competitiveness.

Details

Competitiveness Review: An International Business Journal, vol. 23 no. 2
Type: Research Article
ISSN: 1059-5422

Keywords

Article
Publication date: 12 August 2014

Timothy L. Wilson, Lars Lindbergh and Jens Graff

– The purpose of this paper is to reflect on some policy possibilities and outcomes for three countries of interest suggested in Porter’s The Competitive Advantage of Nations.

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Abstract

Purpose

The purpose of this paper is to reflect on some policy possibilities and outcomes for three countries of interest suggested in Porter’s The Competitive Advantage of Nations.

Design/methodology/approach

This research was both exploratory and qualitative in nature and utilized an in-depth case study approach of three major international economies reflecting previous observations in The Competitive Advantage of Nations. Personal contemporaneous observations of individuals in the countries of interest were complemented by current secondary information. The three countries selected for analysis, South Korea, Sweden and the USA, reflected different stages of development at the time The Competitive Advantage of Nations was published and certainly different progress since then.

Findings

The Competitive Advantage of Nations advocated new, constructive and actionable roles for government and business. These observations can now be tested after a reasonable time of development. In terms of development, Korea would appear to be the star of the group; Sweden has made strong progress in comparison with other members of the European Union. Although there are areas of strength, the USA recently has lost much of the edge it had at the time of the Advantage’s publication.

Research limitations/implications

Because this research was built on case studies, one has the reservations common with that approach. On the other hand, case studies are acknowledged as useful in the identification of important variables in situations in which there is little control over events in a real-world context.

Practical implications

Countries must go their own way and find their own paths to success. In some ways, directions are suggested by Schumpeter (1942/1975) and in others, by Porter (1990/1996). Chance appears to have played a role in development in each instance, but government, seen as a fifth determinant possibility by Porter, heavily affected outcomes in each instance.

Originality/value

Although relying heavily on Porter, results add insight into the development of economies over time.

Details

Competitiveness Review, vol. 24 no. 4
Type: Research Article
ISSN: 1059-5422

Keywords

1 – 10 of over 24000