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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.

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).

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.

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.

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.

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

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。

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。

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。

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。

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。

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。

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.

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).

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.

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.

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.

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.

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.

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.

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.

The sustainable development concept is explicitly connected with competitiveness.

The purpose of this paper is to analyze the competitive advantage of German renewable energy firms in India and China. Porter's diamond model is modified and specified for the renewable energy industry.

Based on Porter's diamond model of competitiveness, the authors examine the demand for renewable energies in India and China and the ability of German firms to meet this demand.

While the overall demand for renewable energies in India and China is significant, the study reveals remarkable differences in the fields of biomass, solar and wind energy. The findings are meant to address managers in the renewable energy industry and to aid policy makers in environmental support and action.

A major theoretical contribution of the study is the application of Porter's diamond model to the renewable energy industry, as well as the identification and operationalization of the relevant causal and proxy variables.

The paper provides a detailed analysis of the factors on which the competitive advantage of German renewable energy technologies in India and China is based. This helps managers of renewable energy firms to focus on those areas where they have particular strengths and to introduce measures to overcome potential weaknesses.

The authors used a modified version of Porter's diamond model and specified it for the renewable energy industry. The model was tested empirically in Germany and both emerging countries on the basis of secondary data.

The Korean textiles and apparel‐related industry has played a major role in the country's development; however, this sector's competitiveness is decreasing due mainly to labor costs. As with the country's economic development, the new sources of competitive factors need to be strategically developed and cultivated. The purpose of this study is to explore what constitutes a country's competitiveness in the global apparel market after losing its labor competitiveness and how a country effectively achieves it.

This study employs two competitiveness models, Porter's diamond model and a generalized double diamond model, as a theoretical framework. Along with two theoretical models, this study employs extensive literature reviews, examples of successful firms, and four interviews with field practitioners in the Korean apparel industry.

Beginning with Porter four determinants (factor conditions, demand conditions, related and supporting industries, and firm strategy, structure, and rivalry), new sources of competitive advantage factors are suggested for the evolving industry. The generalized double diamond model incorporates international activities, which may occur either within a country or outside a country. Utilizing generalized double diamond model, the future directions and solutions for the industry with the identified new competitive factors were suggested.

Based on the models and the identification of new competitive factors, the Korean apparel industry is reviewed, and recommendations are made for its continued growth in the global marketplace. Implications pertaining to the creation of a dynamic self‐reinforcing diamond system were also suggested.

The purpose of this paper is to reflect on the perceived implications of economic and monetary union (EMU) as a driver for changes in the hotel business environment and, consequently, on Portuguese competitiveness, in terms of the conceptual framework and methodology adopted and showing the way how it may contribute to help managers and decision makers to effectively manage their competitive strategies.

The paper adopted and adapted Porter's models (Diamond, Five Forces and Value Chain) as the basis for analysing the implications of EMU upon the hotel business environment (at national, industry and operational level). Those implications are the ones perceived by the stakeholders in that sector: public authorities, trade associations and hoteliers.

The findings indicated that EMU not only changed the hotel business environment at a national level, but also changed the competitive and operational environment. Nonetheless, as this study found, the hotel stakeholders had relatively different hopes and fears concerning EMU.

The paper offers a conceptual framework sufficiently versatile (regarding the context of the study) which can be used by decision makers or managers as a tool to understand their business environment and, consequently, to cope with potential challenges.

Two of the innovative features of this study are: the triangulation of perspectives on the implications of EMU on hotels and the use of a combination of Porter's models as a suitable tool for studying the implications of EMU in the services sector. This can be useful to service decision makers and managers that seek to cope with the business environment challenges.

Explores the link between research practice and business education. The work of Michael Porter has a long association with the field of marketing. Focuses on the Porter’s diamond model of national competitive advantage (1990). Draws on recent experiences from an empirical investigation into sources of competitive advantage and suggests that the model is useful as a conceptual framework for practitioner‐orientated discourse concerning developmental issues. Outlines the process of review that led to a set of specific action outcomes. Doing so highlights the reflective nature of the research process and provides insights into the usage of theory in a pragmatic manner. In particular, suggests that for those “less steeped in the management life‐world” such an account may facilitate a reflective turn in their appreciation of the relationship between marketing management theory and practice.

The purpose of this paper is to compare the competitiveness of the economies of Taiwan and Korea.

The comparison between Taiwan and Korea is based on the average value of the data over five years (2000‐2004). It applies a generalized double diamond model approach to analyse the overall competitiveness of these two small open economies.

Taiwan surpasses Korea in all decisive factors with the exception of the demand condition in the domestic diamond in the years 2000‐2004, which is due to Korea's population being more than double Taiwan's. As to the international diamond, Taiwan enjoys comparatively high competitiveness, and its international diamond is better than Korea's in all four parts.

The data sources include: Indicators of Science and Technology, Taiwan, 2004 and 2005, Korean National Statistical Office and related statistical data obtained from various government agencies, including data on factor, demand, firms strategy, structure, and rivalry covering the period from 2000 to 2004, whereas related and supporting industries only covered the years 2000‐2003.

This is the first paper to apply a generalized double diamond model approach to analyse and to compare the competitiveness of the economies of both Taiwan and Korea. Its empirical evidences and policy implications is of interest to academicians, government officials, and business managers.

The purpose of this paper is to measure and analyze the competitive advantage of micro, small and medium enterprises (MSMEs) based upon the Porter’s diamond framework. The major objective is to contribute toward better understanding of various determinants of the diamond model in context within Indian MSMEs.

Extent review of the literature has been done to identify various critical factors contributing to developing a competitive advantage. Exploratory factor analysis and internal consistency tests were performed to verify scales validity and reliability of measuring instrument (questionnaire). In research design, a case study approach has been used, in which MSMEs operating in the pharmaceutical, electrical and electronics, automobile, food and textile sectors were considered.

Study findings indicate that the pharmaceutical sector is more competitive followed by food (112.491) as revealed by the high value of surface area i.e. 150.931. The competitiveness among MSME sectors is mostly affected by demand conditions followed by firm strategy, structure and rivalry. Moreover, the score of diamond axes indicates significant difference with respect to determinants. For instance, in the textile sector, the determinants such as factor conditions and related and supporting industries scored low, for example, 4.710 and 4.280, respectively, which indicates it needs to be strengthened as this sector stands at last position with minimum surface area, for example, 67.398.

Owing to the time and resource constraints, this study was conducted in MSMEs situated in the state of Himachal Pradesh, India, and thus generalizations of results are rather limited.

This study is one of the original being undertaken by authors which helps to underline the importance of various determinants which may help the MSME units to improve competitiveness by implementing effective competitive strategies. The study could be extended to other regions of the country.

This study is a result of extended research on competitiveness and provides an instrument to measure firm ability to be competitive. CEO’s, managers and policy makers from industries as well as government will be able to use this to evaluate their competitive positioning and identify key problem areas which required improvements.

The purpose of this paper is to explore how countries can make a more efficient and effective cooperation strategy, considering their competitive strengths and weaknesses.

This paper is an exploratory study in examining the efficient way of national cooperation from the competitiveness perspective. By applying the double diamond-based nine-factor model and the framework for the life cycle of national competitiveness, this study proposes the importance of cooperation strategy, considering the current competitiveness status. A case study of two economies of South Korea (hereafter referred to as Korea) and Dubai reveals a potentially substantial cooperative relationship.

Although Korea and Dubai are geographically and culturally distant, they share complementary resources to enhance their overall competitiveness. In addition, their past experiences of growth can effectively deal with their current challenges and help their economies move to more advanced stage.

The methodology used in this paper can provide a useful guideline for policy makers to examine the current development status of their economies, find an appropriate cooperation partner and decide the priority of cooperating areas.

Although most existing studies explain national competitiveness from a narrow perspective, this paper provides a more comprehensive analysis using the extended model of Porter’s single diamond model. In addition, this paper conducts an intensive case study of Dubai and Korea for possible cooperation.

The purpose of this paper is to study the competitiveness of the stock markets in ASEAN 5, which are the Stock Exchange of Thailand (SET), the Singapore Exchange (SGX), Bursa Malaysia (BM), the Indonesia Stock Exchange (IDX), and the Philippine Stock Exchange (PSE).

This research applies Porter’s (1990) diamond model to analyze the competitiveness and the data were collected from World Economic Forum, International Institute for Management Development, the World Federation of Exchanges database, and DataStream.

The results show that SGX is the most competitive exchange in ASEAN 5 region. It dominates other exchanges in every dimension. It gains its reputation for being the region’s most prominent exchange, followed by BM, SET, IDX, and the PSE, respectively.

The results of this investigation provide rank for competitiveness of stock exchanges among ASEAN 5 and identify the way to improve its competitive position.

It is useful for public and private sectors involved in the development and policy making to promote funding and investment efficiency of the exchanges. It will be benefit to establish the well-planned development strategy and policy to build up the competitive advantage of the nations.

Identifying and benchmarking the competitiveness of the stock markets in ASEAN economies. By using Diamond Model, the authors propose indicators to assess the competitiveness of the stock markets in ASEAN 5 countries. Assessing the competitiveness of the ASEAN stock markets in this paper will lead us to better understand about each country’s strengths and weaknesses and to promote a mutual collaboration among the region toward ASEAN Economic Community.