The internationalization of port managing bodies in concept and practice

Dooms, Michaël; Lugt, Larissa van der; Parola, Francesco; Satta, Giovanni; Song, Dong-Wook

doi:10.1080/03088839.2019.1584340

Cited by 7 publications

(8 citation statements)

References 92 publications

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“…Exploring the nature of strategy making interventions under hyper uncertainty both internal and external interventions emerge. Internally one strategy making intervention involves knowledge generation as the port authority seeks to leverage human resources, with hyper uncertainty providing a feedback loop from more latent human resources, which are rendered important by the hyper uncertainty context (Dooms et al , 2019). Here strategy making is altered both not only in terms of developing capabilities in strategy making reflective of knowledge generation from latent human resources but also in terms of becoming more open to similar future changes (Van der Lugt, 2013).…”

Section: Thematic Findingsmentioning

confidence: 99%

Strategy making in hyper uncertainty: towards a conceptual framework from the seaport industry during Brexit

Kearney

Harrington

Rajwani

2022

IJOA

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Purpose This study aims to systematically review strategy making in the seaport context during a period of hyper uncertainty. Design/methodology/approach A systematic review using the context, intervention, method and outcome (CIMO) framework is conducted in the domains of strategy making and the port sector taking account of hyper uncertainty caused by Brexit. Findings Strategy making (under conditions of hyper uncertainty) is shown to evolve from both stakeholder/supply chain embedded relationships and from chief executive officer and extra organisational inputs. Through an iterative process of internal resourcing, stakeholder engagement strategy development can be seen to impact five key outcomes of an emerging strategy making under hyper uncertainty: economic returns; societal and regional impacts; deeper improved market engagement; improved environmental sensing and potential for dynamic capability development. Research limitations/implications The systematic review integrates the existing fragmented research landscape regarding strategy making under hyper uncertainty, provides future research trajectories and develops a framework emerging from the review. Practical implications The framework offers port management and policymakers a tool to improve their engagement with strategy making under hyper uncertainty and associated outcomes. Originality/value The systematic review consolidates the fragmented literature and presents future research trajectories. The framework of strategy making under hyper uncertainty developed from the CIMO framework develops existing knowledge and contributes to academic theory.

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Section: Thematic Findingsmentioning

confidence: 99%

Strategy making in hyper uncertainty: towards a conceptual framework from the seaport industry during Brexit

Kearney

Harrington

Rajwani

2022

IJOA

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“…Los puertos marítimos han constituido a lo largo de la historia una fuente de riqueza para los territorios en los que se encuentran, ya sea a nivel municipal, regional, o nacional. Extendidos por todo el mundo, y dada su importancia para el desarrollo económico territorial, se ha evolucionado hacia una multitud de modelos organizativos y regulatorios [12].…”

Section: Estado Del Conocimientounclassified

“…Este proceso de mejora de la calidad de las operaciones portuarias por medio de la tecnología ha propiciado una progresiva liberalización de las actividades llevadas a cabo en los puertos del Sistema Portuario de Titularidad Estatal Español [6]. Con la intención de que estas actividades se produzcan respetando la libre competencia y evitando la formación de monopolios, se ha dotado a las Autoridades Portuarias de la capacidad para actuar sobre estas cuestiones.…”

Section: Introductionunclassified

Estrategia del Océano Azul para el sector portuario (sincromodalidad y digitalización)

et al. 2020

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La industria en general y los puertos en particular están derivando hacia procesos 4.0. El uso de nuevas tecnologías y pautas de mercado son las herramientas principales para el éxito de estos procesos. Los retos actuales del sector portuario pasan por desarrollar puertos Smart cuyas características principales se definen por la digitalización y la sincromodalidad. Solo ellas permiten determinar un nuevo escenario en el que es posible plantear la Estrategia del Océano Azul, dejando de lado la competencia y se buscando una nueva demanda. El creciente desarrollo de técnicas digitales y su implantación a los procesos portuarios de gestión y transporte, hace posible que esta estrategia sea viable en una dimensión aún mayor. La conclusión general de la investigación es que es que posible aplicar estrategias de mercado al sector portuario español con una metodología diferente a la empleada hasta el momento. Se observa que los puertos españoles aún tienen un largo camino que recorrer en materia de sostenibilidad, entendida en tres dimensiones: económica, social, y ambiental

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“…Throughout history, seaports have been a source of wealth for the territories in which they are located, whether at the municipal, regional, or national level. Spread throughout the world, and given their importance for territorial economic development, they have evolved into a multitude of organizational and regulatory models (10) . According to numerous studies on the evolution of the port sector, the globalization that the world market is currently undergoing in all its facets, with particular emphasis on the growth of international trade in goods, is leading to an increase in port competition (11) .…”

Section: Introductionmentioning

confidence: 99%

“…This path towards the discovery of new and better methodologies opens a new path towards sustained development and important qualitative leaps in the levels of well-being (1,2) . This process of improving the quality of port operations through technology has led to a progressive liberalization of the activities carried out in the ports of the Spanish State-owned Port System (10) . With the intention that these activities take place in respect of free competition and avoiding the formation of monopolies, the Port Authorities have been given the capacity to act on these issues.…”

Section: Introductionmentioning

confidence: 99%

Use of the Blue Ocean Strategy to obtain ports 4.0

Ortiz-Rey

González-Cancelas

Serrano

et al. 2020

inycomp

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The fourth industrial revolution is characterized by a high level of digitalization of systems and processes. This revolution has reached the Spanish ports. They have been investing for years in the implementation of new technologies, aimed at promoting sustainability and environmental quality, as well as seeking a more efficient and orderly logistics. Ports are moving towards their digital transformation, which is materialized in the well-known Ports 4.0. These intelligent ports, or Smart Ports, cover a multitude of aspects and variables. Automation, digitalization, technologies that allow interoperability, transparency, decentralization, and customer experience define the context of the application of the concept 'Ports 4.0' to the Spanish logistics-port sector. How to achieve a satisfactory digitization process that allows progress towards Port 4.0 in the Spanish port system is one of the questions being raised recently. The Spanish port world could be represented by a red ocean, since in a very generalist way it can be said that it is a marked described by a fierce competition lacking in differentiation. Therefore, with this proposal, the aim is to take the Spanish port system to a blue ocean, where a suitable strategy and innovation generate leaps in value that make competitors irrelevant because customers compare different products and services. To be able to respond to this, the Blue Ocean Strategy is planted, leaving aside the competition between ports and generating new demand. From the study carried out, it is concluded that Spanish ports still have a long way to go in terms of sustainability. It also concludes that a new management model would mean the innovation in value that is necessary for the process towards ports 4.0.

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The internationalization of port managing bodies in concept and practice

Cited by 7 publications

References 92 publications

Strategy making in hyper uncertainty: towards a conceptual framework from the seaport industry during Brexit

Strategy making in hyper uncertainty: towards a conceptual framework from the seaport industry during Brexit

Estrategia del Océano Azul para el sector portuario (sincromodalidad y digitalización)

Use of the Blue Ocean Strategy to obtain ports 4.0

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