Michael Porter

Michael Porter - ToolsHero

Michael Porter (1947) is professor en management goeroe op het gebied van strategie. Vooral het vijfkrachten model (Competitive Forces Model of Five Forces Model), het waardeketen model (Value Chain Model), de generieke strategieën en het bekende Porter Diamond Model.

Biografie Michael Porter

Michael Porter volgde een universitaire opleiding (MSc.) in Princeton en behaalde in 1973 zijn doctoraat (Ph.D.) bedrijfseconomie aan de Harvard Universiteit in de Verenigde Staten.

Michael Porter is auteur van bekende managementboeken zoals Competitive Strategy (1980), Competitive Advantage (1985), Competition in Global industries (1986) en The Competitive Advantage of Nations (1990).

Deze publicaties zijn stuk voor stuk bestsellers en hebben Michael Porter wereldberoemd gemaakt op het gebied van concurrentiestrategieën. Wat de kracht is van Michael Porter’s publicaties is het praktische karakter. De publicaties van Michael Porter geven ondernemers uitgebreide richtlijnen voor het behalen van een beter bedrijfsresultaat.

10 bekende quotes van Michael Porter

  1. “Innovation is the central issue in economic prosperity.”
  2. “The best CEO’s I know are teachers, and at the core of what they teach is strategy.”
  3. “The essence of strategy is choosing what not to do.”
  4. “The company without a strategy is willing to try anything.”
  5. “If all you’re trying to do is essentially the same thing as your rivals, then it’s unlikely that you’ll be very successful.”
  6. “Finally, strategy must have continuity. It can’t be constantly reinvented.”
  7. “Strategy 101 is about choices: You can’t be all things to all people.”
  8. “The essence of strategy is that you must set limits on what you’re trying to accomplish.”
  9. “Companies operating in urban communities have a tremendous ripple effect.”
  10. “Good leaders need a positive agenda, not just an agenda of dealing with crisis.”

Bekende publicaties en boeken van Micheal Porter et al.

  • 2011. Creating shared value. Harvard business review, 89(1/2), 62-77.
  • 2011, 1990. Competitive advantage of nations: creating and sustaining superior performance. Simon and Schuster.
  • 2008. On competition. Harvard Business Press.
  • 2008. The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
  • 2006. Redefining health care: creating value-based competition on results. Harvard Business Press.
  • 2003. The Economic Performance of Regions, Journal: Regional Studies – REG STUD , vol. 37, no. 6-7, pp. 545-546.
  • 2002. The determinants of national innovative capacity, Journal: Research Policy – RES POLICY , vol. 31, no. 6, pp. 899-933.
  • 2002. The competitive advantage of corporate philanthropy. Harvard business review, 80(12), 56-68.
  • 2002. The determinants of national innovative capacity. Research policy, 31(6), 899-933.
  • 2001. Strategy and the Internet. Harvard business review, 79(3), 62-79.
  • 2000. Location, Competition, and Economic Development: Local Clusters in a Global Economy, Journal: Economic Development Quarterly – ECON DEV Q, vol. 14, no. 1, pp. 15-34.
  • 1998. Clusters and the new economics of competition (Vol. 76, No. 6, pp. 77-90). Boston: Harvard Business Review.
  • 1998. Clusters and competition: New agendas for companies, governments, and institutions (pp. 197-287). Boston: Harvard Business School Press.
  • 1998, 1985. Competitive advantage: creating and sustaining superior performance. FreePress.
  • 1997. How much does industry matter, really?.
  • 1997. Competitive Strategy, Journal: Measuring Business Excellence , vol. 1, no. 2, pp. 12-17.
  • 1996. What is strategy?. Published November.
  • 1996. Competitive advantage, agglomeration economies, and regional policy. International regional science review, 19(1-2), 85-90.
  • 1995. Green and competitive: ending the stalemate. Reader In Business And The Environment, 61.
  • 1995. Toward a new conception of the environment-competitiveness relationship. The journal of economic perspectives, 97-118.
  • 1995. The competitive advantage of the inner city. The city reader, 274-286.
  • 1994. The Role of Location in Competition, International Journal of The Economics of Business , vol. 1, no. 1, pp. 35-40.
  • 1992. Capital choices: Changing the way America invests in industry. Journal of Applied Corporate Finance, 5(2), 4-16.
  • 1991. Strategy: Seeking and Securing Competitive Advantage. Harvard Business Review Press.
  • 1991. Towards a dynamic theory of strategy. Strategic management journal, 12(S2), 95-117.
  • 1991. Capital disadvantage: America’s failing capital investment system. Harvard business review, 70(5), 65-82.
  • 1991. Towards a dynamic theory of strategy, Journal: Strategic Management Journal – STRATEG MANAGE J , vol. 12, no. S2, pp. 95-117.
  • 1990. Competitive Advantage of Nations, Journal: Competitive Intelligence Review , vol. 1, no. 1, pp. 14-14.
  • 1987. From competitive advantage to corporate strategy (Vol. 59). Cambridge, MA: Harvard Business Review.
  • 1986. Competition in global industries. Harvard Business Press.
  • 1986. Coalitions and global strategy. Competition in global industries, 1(10), 315-343.
  • 1986. Changing patterns of international competition, Journal: The International Executive, vol. 28, no. 2, pp. 13-14.
  • 1985. How information gives you competitive advantage.
  • 1982. Business policy: Text and cases (p. 7). RD Irwin.
  • 1981. The contributions of industrial organization to strategic management. Academy of management review, 6(4), 609-620.
  • 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
  • 1979. The structure within industries and companies’ performance. The review of economics and statistics, 214-227.
  • 1979. How competitive forces shape strategy (pp. 21-38). Boston: Harvard Business Review.
  • 1985. How Information Gives You Competitive Advantage.
  • 1979. The Structure within Industries and Companies Performance.
  • 1979. How Competitive Forces Shape Strategy. Harvard Business Review.
  • 1977. From entry barriers to mobility barriers: Conjectural decisions and contrived deterrence to new competition. The Quarterly Journal of Economics, 241-261.

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