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The purpose of this paper is to review the literature on peripheral ports, hub ports and concentration – deconcentration factors. This is an issue, as investments in port development in more peripheral locations are challenging due to the difficult financial situation currently faced by the maritime industry.

This paper presents a narrative literature review focusing on peripherality in the context of seaports and transport. Moreover, it gathers the reasons why ports concentrate–deconcentrate, and how these factors evolve over time.

This paper develops a future research agenda for peripheral ports.

The paper provides insights for ports in developing countries in their efforts to upgrade their port facilities and infrastructure.

This paper contributes to the research on ports in peripheral locations which have been under studied compared to larger hub ports.

An examination is made of developments in port dynamics since 1965. Initially, this task is addressed by studying changes in past port patterns using a simple descriptive model to accommodate shifts induced by containerization. Over time these changes have led to the reversal of the concentration and centralization of port activities. Then consideration is given to the behavior of stakeholders active in the contemporary port scene by elaborating a bipolar global-local analytical framework through an invocation of the hybrid concepts of glocalization and loglobalization. This analysis leads to an examination of emerging economies to gauge future trends in port dynamics following the dramatic emergence of China. Finally, there is a discussion of the need to go beyond inter-port competition to comprehend global production-distribution networks by exploring synergies between the supply chain and the total transport network to bring out parallels in the hub-and-spoke structure not only underpinning maritime activities but also air transport and telecommunications.

In the current business context, there is a current need to adopt contemporary practices of process management as a competitive advantage to leverage organizational results. This study aims to explore such relationships, considering the performance results in the organizational resilience (OR) dimension.

The authors collected 82 valid responses from a survey targeted at professionals occupying positions or functions in the operations area. For data analysis, the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm.

The results show that maturity in the management of business processes positively influences the behavior of OR, with the highest level of maturity primarily being responsible for this impact. This result reveals that resilience naturally depends on mature and well-established processes in the organizational structure. The proposed model explained 78.5% of OR.

Companies that maintain mature management of their business processes will be better able to positively influence OR since process management can make organizations less fragile supply chains and more adaptable to changes.

The findings helped clarify the extent to which process management influences the results of OR. Although the literature indicates that maturity in business processes is formed by five first-order constructs, only the “innovated” dimension proved to be significant in the present study.