Using Porter’s Diamond Model to Assess the Competitiveness of Taiwan’s Solar Photovoltaic Industry

Abstract

In this study, we use six dimensions (i.e., firm strategy; government, structure, and rivalry; demand conditions; chance; factor conditions; and related/supporting industries) based on Porter’s diamond model to identify critical development indicators to enhance the competitiveness of Taiwan’s solar photovoltaic industry. Our proposed industry evaluation model uses the decision-making trial and evaluation laboratory (DEMATEL) technique to establish an influential relationship between indicators, the DEMATEL-based analytic network process to obtain influential weights, and the modified VIšekriterijumsko Kompromisno Rangiranje (VIKOR) method to assess industry development performance gaps. Through this analysis, current industry demands can be clarified, and operations of governments and photovoltaic firms can be improved by limiting developmental gaps and formulating robust policies and strategies. Furthermore, the influential network relationship map and influential weights can help explain the complex assessment system and suggest priorities for industry improvement. The results demonstrate that the six dimensions should be upgraded in the following order of priority: firm strategy; government, structure, and rivalry; demand conditions; chance; factor conditions; and related/supporting industries. We also discuss the implications for photovoltaic firm management.

Bangladesh's Emergence as a Ready-Made Garment Export Leader: An Examination of the Competitive Advantages of the Garment Industry

“…Firm Strategy, Structure, and Rivalry Porter (1990) described firm strategy, structure, and rivalry as conditions in the nation governing how the companies are created, organized, and managed as well as the nature of the domestic rivalry. Firm structure, strategy, and rivalry mainly depend on that nation's culture, such as how people contribute towards their nation, how they interact with each other, and how they behave within an organization (Halife, 2020;Tsai et al, 2021). Additionally, higher rivalry makes an industry attractive in the international market.…”

“…Related and supporting industries can be defined as the availability of supplier industry or any other related industry in the market, which assist any specific industry to grow more and become more competitive (Liu, 2021 ; Tsai et al, 2021 ). It is an important determinant because the presence of related industries creates pressure for that specific firm or industry to compete nationally and internationally.…”

The Competitive Situation of the Cheminformatics Industry Based on Porter’s Model in Iran

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Research on Lemon Industry Competitiveness Based on Porter Diamond Model

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