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The paper models the effect of spatial clustering on various dimensions of inter-firm competitive rivalry among port logistics firms using Porter's five forces model.

A survey-based quantitative approach is adopted to collect data from logistics firms, which are directly or indirectly dependent on the Port of Melbourne in Australia. A structural equation modelling (SEM) technique is used to examine the theorised relationships between various dimensions of inter-firm competitive rivalry and the tendency of spatial clustering of logistics firms in the vicinity of Port of Melbourne.

The results indicate that the inter-firm competitive rivalry increases significantly when logistics firms are spatially clustered. This effect is further augmented when they cluster around the port. Co-location of firms near the port tends to increase “bargaining power of buyers”, whilst indirectly affecting “competitive rivalry” via “threats of substitutes”. This indicates that co-location enhances the bargaining power of buyers through the greater availability of substitute services that in turn promotes competitive rivalry among firms. However, co-location has an insignificant effect on “barriers to entry” and “bargaining power of suppliers”. Low entry barrier thus favours high competitive rivalry among firms. Hence, this paper validates the Porter's cluster and five forces models that confirm the positive effect of port logistics clusters (PLCs) on bargaining power of buyers and indirect effect on competitive rivalry partially mediated through threats of substitutes.

This study provides empirically grounded evidence for firms to evaluate co-location decision choices and help buyers and sellers to devise business strategies to enhance inter-firm competitive rivalry and bargaining power.

This is the first systematic attempt to empirically validate Porter's five forces model in the context of PLC. Furthermore, the conceptualisation of PLC concept both as spatial and functional constructs (i.e. dependency on port) is novel. This study thus has broadened the meaning of cluster from a geographic entity to a more useful functional construct to reflect inter-firm dependencies.

The purpose of this article is to explore how the strategic change following a corporate takeover impacted the nature and extent of use of the firm's management control systems (MCS), in particular its performance measurement system (PMS).

This paper uses Michael Porter's theory of competitive advantage and Robert Simons' levers of control framework to illustrate and interpret changes in the PMS within an Australian multinational subsidiary following its takeover by an overseas corporation. To provide empirical evidence on this issue, face‐to‐face interviews and archival data are used.

The findings reveal that the takeover resulted in changes in the firm's competitive forces (threat of potential entrants, bargaining power of buyers, threat of substitute products or services, bargaining power of suppliers, and rivalry among existing firms), and therefore the firm altered its strategy to change the rules of competition in its favor. Corresponding to the strategic change, the PMS was affected, with specific implications on Simons' four levers of control: interactive, diagnostic, beliefs, and boundary systems.

The findings suggest that a corporate takeover is an important phase for any organization, as it involves a change in the competitive environment and strategy, and needs to be facilitated by a change in the MCS to create and sustain superior performance.

This case study demonstrates how interactive and beliefs systems work together with diagnostic and boundary systems in the context of change in an organization. Past research devoted to strategic change and MCS has not documented this phenomenon.

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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.

In manufacturing industries, the levels of inventories at all stages (i.e. raw material, work-in-process and finished goods inventories) indicate the firm's competitive positioning, strategies, internal processes and relationships with suppliers and downstream customers. The authors identify patterns of manufacturing industries based on levels of raw material and finished goods inventories to classify inbound and outbound supply chain strategies.

The authors review literature on supply chain inventory strategy and perform cluster analysis to analyze patterns of manufacturing industries based on manufacturing industry data collected from US Census of Bureau. Following Porter's Five Forces Model, the authors perform in-depth case studies of four representative industries to analyze factors driving supply chain strategies, including industry intensity of rivalry, threat of new entrants, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers.

This study identifies three streams of research on supply chain strategy: Fisher's model and its variations, lean and agile paradigms, and push/pull systems. It finds that whether an industry shows low or high raw materials or finished goods inventories depending on its products, processes, and the dynamics of all forces described in the Five Forces Model.

This study is not able to include supplier selection, production strategies, warehousing and distribution, and even product design into the analysis of supply chain strategy due to data limitation. This study classifies industries based on average inventory levels of raw materials and finished goods, while inventory levels and supply chain strategies for specific firms may vary significantly within each industry.

This study contributes to the supply chain management literature by providing a parsimonious framework of mapping inbound and outbound supply chain inventory strategies, and the results based on the analyses of all US manufacturing industries provide a baseline picture for supply chain management professionals with manufacturing firms.

This chapter is designed for use by commercialization teams evaluating the commercial relevance of a new invention. To be relevant commercially, an invention must create value in one or more markets, which involves solving a problem or satisfying customer needs currently unmet. Unmet needs create market opportunities, and the goal is to identify and evaluate the profitability of these opportunities. The chapter provides an overview of concepts and techniques commonly used in the process. Important distinctions between market and industry concepts are introduced along with common rubrics for categorizing inventions in terms of their technological and market implications. These concepts are then used to discuss the roles of prior experience, lead users, and brainstorming in identifying market opportunities for various types of inventions. Techniques covered include market analysis, Porter’s five forces of industry profitability, analysis of political, economic, social, and technical environments (PEST), and the analysis of strengths, weaknesses, opportunities, and threats (SWOT). The use of these techniques is illustrated for two startup commercialization teams.

The case focuses on issues concerning infrastructure development by Jaypee Infratech Ltd. (JIL) in the context of emerging market of India. This is undertaken by employing the usage of strength weakness opportunity and threat analysis (SWOT) analysis, political, economical, sociological and technological analysis (PEST) analysis and Porter's Five Forces Model and competitor analysis. It also outlines the importance of financing model adopted with respect to Concessionaire Agreement drafted and executed towards making an infrastructure project financially viable so as to reduce the risk associated with infrastructure projects which requires huge investments and long gestation period. Further, it also highlights the importance of how future projects can be undertaken on the basis of public private partnership (PPP) model.

This case can be used as a teaching tool in the following courses: MBA/Post Graduate Program in Management in Management Accounting, Management Control Systems and Strategic Cost Management. It can be used to explain concepts of SWOT analysis and Porter's Five Forces Model analysis. Students are also introduced to the technique of financial analysis. Executive training programs for Middle- and Senior-level employees to explain the Infrastructure Financing and Concessionaire Agreement for infrastructure projects. Under-graduate/Post-graduate programs in Entrepreneurship.

JIL was established as a Special Purpose Vehicle in 2007 to execute the Yamuna Expressway project. Originally the contract was awarded to parent company Jai Prakash Associates Ltd. in 2003. The project entails financing, construction, operation, maintenance and collection of toll for 36 years and then transferring it back to Government of Uttar Pradesh of 165.5 km Yamuna Expressway, and subsequently development of 530-million square feet of area from five parcels of land earmarked along the expressway. The project highlights how a PPP infrastructure project can be made financially viable.

SWOT analysis was used to identify the strengths, weaknesses, opportunities and threats to a company. Also, application of Porter's Five Forces Model was done to analyze an industry. Determining quantitative terms like Long-Term Return on equity, Return on Capital Employed, Book Value vs Market value, Net Margins, Income Tax benefits enjoyed under section 80-IA and Minimum Alternative Tax (MAT); determining financial viability of an infrastructure project over its entire life cycle.

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The purpose of this paper is to consider extending the Porter “five forces” model for business strategy to encompass nonmarket actions in the telecommunications sector.

The Porter five forces model is reviewed in terms of a heavily regulated sector, examining each force in turn, with examples of the use by market players of lobbying and litigation to affect market outcomes.

The “five forces” model is a useful tool in analysing advocacy, lobbying and litigation by players in a heavily regulated market.

The extension opens the way to research in a number of areas to examine issues of structure and strategy, effectiveness in coupling market and nonmarket strategies.

Business strategy is infrequently analysed in the telecommunications sector and only rarely considers lobbying and litigation. This article provides a framework for such analyses and opens up new areas of research.