Strategic beliefs of port authorities
Over the last decade, insights from the strategic management discipline have increasingly been applied to ports. A review of literature shows that in the analysis of port authority strategy, mainly outside-in approaches are applied. This paper adds to the emerging understanding of the port authority’s strategy by applying a cognitive perspective. Specifically, the strategic cognition of firms’ executives is one of the explanatory variables behind firms’ strategic decisions. Furthermore, cognitions are influenced by the organisational contexts in which port authority executives have worked. As a result, managerial “mental maps’ may vary across industry contexts and over time. This research investigates the strategic cognition of a global set of port authority executives through a survey-based instrument. The results show that, to a large extent, PAs resemble “regular” for-profit companies, but that they possess some specific beliefs that distinguish them from “regular” companies.
|Keywords||cognition, mapping, port authority reform, port authority strategy, Strategy analysis|
|Persistent URL||dx.doi.org/10.1080/01441647.2016.1245685, hdl.handle.net/1765/94298|
|Journal||Transport Reviews: a transnational, transdisciplinary journal|
van der Lugt, L, de Langen, P.W, & Hagdorn, L. (2017). Strategic beliefs of port authorities. Transport Reviews: a transnational, transdisciplinary journal, 37(4), 412–441. doi:10.1080/01441647.2016.1245685