Global seaport competitiveness: a resource management perspective

Madani, S 2018, Global seaport competitiveness: a resource management perspective, Doctor of Philosophy (PhD), Business IT and Logistics, RMIT University.

Document type: Thesis
Collection: Theses

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Title Global seaport competitiveness: a resource management perspective
Author(s) Madani, S
Year 2018
Abstract Seaport investment is lumpy, entails a long gestation period and has been referred to as a sunk cost. While seaport infrastructures have long been recognized to be a contributor of seaport performance, research on seaport competitiveness, a popular theme among mainstream maritime studies, has not directed sufficient efforts to understand the role of resource management in building seaport competitiveness. Instead, the dominant focus has been on seaport location, productivity and efficiency, price, connectivity, and organization. The manner in which global seaports manage their capital-intensive resources to develop contingent dynamic capacities and capabilities to confront the changing dynamics in the maritime market has not been systematically examined. Using a qualitative multiple case study approach, this study traces the developmental paths of three geo-politically distinctive global seaports - Dubai, Kaohsiung, and Rotterdam - to examine how they achieved competitive advantages since the advent of containerization. Drawing on the tenets of resource-based view, organization learning, dynamic capability and contingency theories, this research reviewed and interpreted the planned actions of the three seaports from the perspective of resource structuring, bundling and leveraging to develop constructs of strategic resource management. From the strategic actions taken by the three case seaports, the study identifies eight resource management constructs couched within four basic capability building blocks that were instrumental in helping them to achieve, and maintain, their global competitiveness: a capital-intensive regime of developing logistics support infrastructure, a parallel program of utilizing resources in a complementary manner, a dynamically agile capability of coupling, de-coupling, and recoupling to renew resource utilization efficiency in response to external changes (regional market dynamics, industry trends), and a capability of re-orienting the use of tangible assets as an exit strategy to develop intangible resources to adapt to unfolding events. The judicious blend of the eight resource management constructs underpins the developmental paths of the three case seaports as they navigated the environmental contingencies posed by the dynamics of the regional competition they faced against the backdrop of the size of their hinterland and foreland. Offering a fresh perspective on understanding how global seaports compete by developing contingent dynamic capabilities, this study presents six working propositions, opening an avenue for building a theory of global seaport competitiveness based on seaport resource management.
Degree Doctor of Philosophy (PhD)
Institution RMIT University
School, Department or Centre Business IT and Logistics
Subjects Organisation and Management Theory
Organisational Planning and Management
Logistics and Supply Chain Management
Keyword(s) Seaports
Resource-Based Theory
Dynamic Capability Theory
Contingency Theory
Organisational Learning Theory
Seaport Development
Seaport Competitiveness
Seaport Resource Management
Strategic Resource Management
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Created: Wed, 04 Apr 2018, 16:32:50 EST by Adam Rivett
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