2015
DOI: 10.1080/13675567.2015.1026885
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Port industry performance management: a meso-level gap in literature and practice?

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Cited by 9 publications
(6 citation statements)
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References 92 publications
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“…In addition to these perspectives, the literature on performance evaluation also includes relevant studies dealing with efficiency, using the data envelopment analysis (DEA) technique and attempting to identify -725-Intangible Capital -https://doi.org/10.3926/ic.956 relationships among multiple inputs and outputs (Langenus & Dooms, 2015). Examples of these studies include works by Al-Eraqi, Mustafa, Khader and Barros (2008) The selected studies reveal acceptance on the part of port managers to use measurement techniques in order to achieve certain organizational goals.…”
Section: Port Performance Evaluationmentioning
confidence: 99%
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“…In addition to these perspectives, the literature on performance evaluation also includes relevant studies dealing with efficiency, using the data envelopment analysis (DEA) technique and attempting to identify -725-Intangible Capital -https://doi.org/10.3926/ic.956 relationships among multiple inputs and outputs (Langenus & Dooms, 2015). Examples of these studies include works by Al-Eraqi, Mustafa, Khader and Barros (2008) The selected studies reveal acceptance on the part of port managers to use measurement techniques in order to achieve certain organizational goals.…”
Section: Port Performance Evaluationmentioning
confidence: 99%
“…The port structure consists of different levels of administration, in which different stakeholders work. Thus, the intensity of relations between the parties may lead to conflicts, making the management and implementation of performance measures more difficult (Bergantino et al, 2013;Langenus & Dooms, 2015). In addition, the magnitude of the system is considered in terms of the hierarchical levels present at a port, on an operational, tactical or strategic level or on all three (global), where the relationships between these levels and the various dimensions must also be considered (Langenus & Dooms, 2015).…”
Section: Port Performance Evaluationmentioning
confidence: 99%
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“…The process of data gathering and analysis requires time, resources and sometimes proprietary and tailor-made built-in measuring models. These challenges are exacerbated in the context of PMBs, as they often rely on external stakeholders for data collection in order to gain insights as to the impacts of the operations of the port cluster [48]. We believe that when an organization is willing to invest in collecting and analyzing data beyond the necessary, this also indicates that the organization is willing to commit supplementary resources with regard to sustainability initiatives, of which sustainability reporting is an important one.…”
Section: History Of Performance Data Gatheringmentioning
confidence: 99%
“…), regioninę ir pasaulinę jūrų uostų integraciją (Baird, 2000(Baird, , 2002 Lee, Rodrigue, 2006;Ducruet 2008;Wang, Cullinane, 2008, 2011De Martino, Morvillo, 2008;Wang, Slack, 2004), gerovės ekonomikos ir paslaugos tiksliniam vartotojui kūrimą (Haralambides et al, 2001;Bergantino, 2002;Psaraftis, 2005;Martinez-Budria et al, 2001, ir kt. ), tačiau pripažįstamas jūrų uostų veiklos mezolygmens tyrimų trūkumas (Langenus, Dooms, 2015).…”
Section: įVadasunclassified