Harvard professor, Michael Porter has been one of the most influential figures in strategic management research over the last three decades. He infused a rigorous theoretical framework of industrial ...organization economics with the then still embryonic field of strategic management and elevated it to its current status as an academic discipline. Porter's outstanding career is also characterized by its cross-disciplinary nature. Following his most important work on strategic management, he then made a leap to the policy side and dealt with a completely different set of analytical units. More recently he has made a foray into inner city development, environmental regulations, and health care services. Throughout these explorations Porter has maintained his integrative approach, seeking a road that links management case studies and the general model building of mainstream economics. With expert contributors from a range of disciplines including strategic management, economic development, economic geography, and planning, this book assesses the contribution Michael Porter has made to these respective disciplines. It clarifies the sources of tension and controversy relating to all the major strands of Porter's work, and provides academics, students, and practitioners with a critical guide for the application of Porter's models. The book highlights that while many of the criticisms of Porter's ideas are valid, they are almost an inevitable outcome for a scholar who has sought to build bridges across wide disciplinary valleys. His work has provided others with a set of frameworks to explore in more depth the nature of competition, competitive advantage, and clusters from a range of vantage points. Available in OSO: http://www.oxfordscholarship.com/oso/public/content/management/9780199578030/toc.html Contributors to this volume - Robert Huggins, Cardiff School of Management, University of Cardiff Hiro Izushi, Aston Business School Jay B. Barney, Ohio State University J.-C. Spender, Lund/ESADE Nicolai J. Foss, Copenhagen Business School Robert E. Hoskisson, Arizona State University Michael A. Hitt, Texas A&M University William P. Wan, Texas Tech University Daphne Yiu, Chinese University of Hong Kong Omar Aktouf, HEC Montreal Miloud Chennoufi, Canadian Forces College W. David Holford, University of Quebec at Montreal Robert M. Grant, Bocconi University Jan Fagerberg, University of Oslo Brian Snowdon, Durham University Christian H. M. Ketels, Harvard Business School Edward J. Malecki, the Ohio State University Ron Martin, University of Cambridge Peter Sunley, University of Southampton
A growing public management literature has debated whether strategic management models originally developed for private firms are also relevant to contemporary public agencies. Thus far, it has been ...easier to apply strategic management models centred on competitive advantage in jurisdictions in which new public management (NPM) reforms have left an enduring inheritance, with the emphasis in these settings on the autonomization of public agencies and a prominent concern with "performance". Based on the case study of public agencies in the European Union, we argue there is potential to apply strategic management models in other jurisdictions where the penetration of NPM has been much lower, provided certain conditions of agency autonomy are met and factors-such as stakeholders' expectations stimulating the adoption of strategic management models-perform as the functional equivalent of the pressures provided by NPM incentivization systems. The paper contributes to the literature aimed at employing the discipline of strategic management-a thriving field of inquiry business administration and management-as a valuable source of knowledge for the advancement of public management.
This study sheds light on potential mediators between Corporate Social Responsibility (CSR) activities and consumers' corporate brand evaluations. The results of the study show that, on the ...ethical/moral side of consumers' corporate brand evaluations (i.e., consumers' perceived CSR image), three mediating factors channel the effect between CSR activities and CSR image. These are consumers' perceived 1) commitment (i.e., the perceived commitment of the firm to help the cause); 2) values-driven motive (i.e., the perceived sincerity of the firm to help the cause); and 3) customer orientation (i.e., the extent to which the CSR is oriented towards meeting customer needs and wellbeing). On the competence side of consumers' assessments (i.e., consumers' perceived CA image), only one mediator is discovered (i.e., customer orientation), namely, the extent to which the CSR is oriented towards meeting customer needs and wellbeing. The study represents one of the first attempts to uncover mediators between various CSR activities and corporate brand image. The findings help companies design their CSR initiatives with clearer consumer-oriented goals in mind and increase the effectiveness of CSR in realizing corporate strategic objectives.
There has been much written on industrial agglomeration, but it is Michael Porter’s cluster theory, above all others, which has come to dominate local and regional economic development policy. His ...work has been adopted by the OECD, EU, national and local governments the world over. He and his consultancy group have led reviews of national economic growth strategies in dozens of countries. This rise to prominence, however, is in the face of widespread critique from academics. Cluster theory’s theoretical foundations, its methodological approach and practical implementation have all been unpicked, leading some to label little more than a successful brand riding the wave of new regionalist fashions. Despite libraries of incredibly useful books and articles on clusters, there remains an absence of work which interrogates the translation of clusters into, and then through local and national policy. The aim of this article is to go some way to remedying the situation by examining the influence of Porter’s cluster theory charted through an examination of UK regional development policy in the 1990s and 2000s. To help map the journey of clusters into and through UK economic development policy actor-network theory is adopted as an explanatory framework.
Harvard professor, Michael Porter has been one of the most influential figures in strategic management research over the last three decades. He infused a rigorous theoretical framework of industrial ...organization economics with the then still embryonic field of strategic management and elevated it to its current status as an academic discipline. Porter's outstanding career is also characterized by its cross-disciplinary nature. Following his most important work on strategic management, he then made a leap to the policy side and dealt with a completely different set of analytical units. More recently he has made a foray into inner city development, environmental regulations, and health care services. Throughout these explorations Porter has maintained his integrative approach, seeking a road that links management case studies and the general model building of mainstream economics. With expert contributors from a range of disciplines including strategic management, economic development, economic geography, and planning, this book assesses the contribution Michael Porter has made to these respective disciplines. It clarifies the sources of tension and controversy relating to all the major strands of Porter's work, and provides academics, students, and practitioners with a critical guide for the application of Porter's models. The book highlights that while many of the criticisms of Porter's ideas are valid, they are almost an inevitable outcome for a scholar who has sought to build bridges across wide disciplinary valleys. His work has provided others with a set of frameworks to explore in more depth the nature of competition, competitive advantage, and clusters from a range of vantage points. Available in OSO: http://www.oxfordscholarship.com/oso/public/content/management/9780199578030/toc.html Contributors to this volume - Robert Huggins, University of Cardiff Hiro Izushi, Aston Business School Jay B. Barney, Ohio State University J.-C. Spender, Lund/ESADE Nicolai J. Foss, Copenhagen Business School Robert E. Hoskisson, Arizona State University Michael A. Hitt, Texas A&M University William P. Wan, Texas Tech University Daphne Yiu, Chinese University of Hong Kong Omar Aktouf, HEC Montreal Miloud Chennoufi, Canadian Forces College W. David Holford, University of Quebec at Montreal Robert M. Grant, Bocconi University Jan Fagerberg, University of Oslo Brian Snowdon, Durham University Christian H. M. Ketels, Harvard Business School Edward J. Malecki, the Ohio State University Ron Martin, University of Cambridge Peter Sunley, University of Southampton
An Interview with Michael Porter Porter, Michael; Argyres, Nicholas; McGahan, Anita M.
The Academy of Management executive (1993),
05/2002, Volume:
16, Issue:
2
Journal Article
Peer reviewed
Michael E. Porter is the Bishop William Lawrence University Professor at the Harvard Business School. A university professorship is the highest professional recognition that can be given to a Harvard ...faculty member. Professor Porter is a leading authority on competitive strategy and the competitiveness and economic development of nations, states, and regions. He is the author of 16 books and over 85 articles, and has served as an advisor on competitive strategy to many leading companies. Professor Porter has also served as a counselor to governments around the world on issues of economic development and national competitiveness. He was elected a Fellow of the Academy of Management in 1988 and the Royal Swedish Academy of Engineering Sciences in 1991. He also received the Charles Coolidge Parlin Award from the American Marketing Association in 1991. Professor Porter has been awarded honorary doctorates by eight universities around the world. His national honors include the Creu de St. Jordi (Cross of St. George) from Catalonia (Spain) and the Ruben Dario Order of Merit (the highest civilian honor awarded by the government of Nicaragua). In 2001, Harvard Business School and Harvard University jointly created the Institute for Strategy and Competitiveness, led by Professor Porter, to further his work. Professor Porter maintains a long-term interest in the esthetics and business of music and art, having worked on the problems of strategy with arts organizations and aspiring musicians. Professor Porter and his two daughters, Ilana (14) and Sonia (12), reside in Brookline, Massachusetts.
2005 Galbraith Medal Recipient Porter, Michael E
American journal of agricultural economics,
December 2005, Volume:
87, Issue:
5
Journal Article
Peer reviewed
Michael E Porter, Bishop William Lawrence University Professor at the Harvard Business School, is the recipient of the 2005 John Kenneth Galbraith Medal that is presented annually by the American ...Agricultural Economics Association at the Galbraith Forum. The award is given to an individual whose writings and contributions to policymaking have changed the way people think and governments operate. Professor Porter's greatest contribution to agricultural economics may be his impact on agribusiness education where many of his concepts in industrial organization are now standard topics in undergraduate courses and graduate courses in agribusiness. Professor Porter's research in industrial organization led to his book entitled Competitive Strategy: Techniques for Analyzing Industries and Competitors, currently in its 63rd printing and translated into nineteen languages.
El propósito de este estudio es diseñar un modelo de gestión para la formación inicial del profesorado en facultades de educación, a partir de los supuestos teóricos de Michael Porter sobre cadena de ...valor y de sus aplicaciones en educación superior. La metodología es cualitativa-interpretativa y se analizan documentos sobre: a) teoría-metodología de la cadena de valor, b) investigaciones realizadas en varios países sobre cadena de valor en educación superior y c) estudios sobre formación docente. Los resultados muestran como actividades primarias la admisión, la enseñanza-aprendizaje, la práctica preprofesional y la evaluación formativa y progresiva del perfil de egreso. Los docentes universitarios validan esta propuesta y recomiendan la incorporación de la graduación oportuna y el seguimiento a los egresados. Se concluye que el modelo de cadena de valor para la gestión de la formación docente tiene relevancia en su funcionamiento como sistema en base a criterios de innovación.
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