Stakeholder management and path dependence in large-scale transport infrastructure development: the port of Antwerp case (1960–2010)

Strategic beliefs of port authorities

“…de Langen's (2008) analysis shows that the port authority is in the right position to develop "collective action regimes' by acting as a cluster manager -for example, in ensuring hinterland access (de Langen, 2008). Subsequent research argues that PAs, driven by increased financial accountability and autonomy as a result of institutional reform, might even go beyond the role of a cluster manager, expanding their strategic scope (Lugt et al, 2015) and changing their business models (Hollen et al, 2013) by developing entrepreneurial activities and broadening their operational domain internationally (Dooms, Verbeke & Haezendonck 2013;Verhoeven, 2010). Investigating empirically the strategic orientation of PAs worldwide, van der Lugt et al (2015) conclude that PAs indeed change their role and develop new strategies: they develop activities that go beyond a pure landlord role with less focus on operations and direct investments, but more focus on strengthening the port cluster and its hinterland connectivity.…”

“…Dooms and Verbeke (2007) apply a value chain concept to emphasise the relevance of stakeholder management as one of PAs' strategic activities. Later, apply a stakeholder perspective to the Port of Antwerp, arguing that port planning is a path-dependent process partly shaped by the way in which it is dealt with the relevant stakeholders.…”

“…In their (2004) PA's position and role changes due to port governance reform; coordination plays a substantial role in port governance PA strategy related to port operators/concessions Goss (1990) The division of responsibilities in ports over a public authority and private actors asks for a strategic reorientation of the port authority, ranging from a minimalist strategy to a proactive strategy Notteboom (2006) (2010) and Hollen et al (2013) Due to more autonomy and more financial selfsustainability, PAs develop new strategies and new business models. Outcome varies based on port's background ranging from conservative to entrepreneurial including internationalisation strategies that build upon capabilities Strategic fit Baltazar and Brooks (2007) The strategic fit approach asks PAs to establish a fit between the port's environment, the port's structure and the port's strategy Relational/network perspective Interdependence, coevolution Child et al (2012), Hall and Jacobs (2010) and van der Lugt et al (2014) Organisational proximity/interdependence between port authority and port operators influences the way in which strategy of PAs can be developed and the way in which the strategic relationship between PA and port operators might develop Stakeholder management Dooms and Verbeke (2007), and Denktas-Sakar and KaratasCetin (2012) Stakeholders play an important role in port development and influence PAs accordingly for their strategy making Geographical perspective Port regionalisation Chlomoudis andPallis (2004), de Langen (2008), Monios (2015), Notteboom and Rodrigue (2005), Notteboom and Winkelmans (2001), Robinson (2002) and Rodrigue, Debrie, Fremont, and Gouvernal (2010) Increased importance of chain performance together with high level of fragmentation in inland chains give impulse to PAs to expand the strategic domain beyond the borders of the port Strategic fit Baltazar and Brooks (2007) The requirement for a strategic fit between structure, strategy and environment in ports asks for a active role of PAs in establishing such a fit study of deregulation in the airline industry, Cho and Hambrick (2006) showed how changes in the top management team's focus of attention (from an "engineering" orientation to an "entrepreneurial" one) were associated with subsequent changes in strategic actions. Walsh states that "Individuals process information from the environment using some form of knowledge structure, which is a mental template that individuals impose on information to give it form and meaning" …”

The role of innovative transportation financing tools in achieving urban sustainability: a stakeholder’s perspective

“…see [8][9][10][11][12]). Stakeholder engagement refers to the inclusion of their needs, views and system of values in the decision-making process.…”

Iedereen aan boord? Een besluitvormingsondersteunend instrument voor de Brusselse Noord-Zuid spoorverbinding

“…COMCA maakt het mogelijk om inschattingen te maken van de grootste gemene deler en het sociale optimum. [Dooms et al, 2013].…”