Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
national competitive advantage (porter)
the importance of foreign direct investment
the importance of foreign direct investment
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: national competitive advantage (porter)
Introduction
Since its publication in 1990, Michael Porter's book The Competitive Advantage of Nations has attracted much consideration. The main analytical tool of the book is the diamond of competitive advantage (figure 1). This model is based on four country specific "determinants" and two external variables. Porter's four determinants and two outside forces interact in a "diamond" of competitive advantage, with the nature of a country's international competitiveness depending upon the type and quality of these interactions. However, because it is fundamentally a home-based model of international competitiveness, the diamond theory is criticized by many international business scholars. Dunning , and Rugman ¬, ¬¬ point out that the influence on competitiveness of two-way foreign direct investment (FDI) and foreign government influence and interference on trade and investment have been neglected. Rugman and Collinson have also evaluated the model and identified eight areas for comment. This essay will look at Rugman and Collinson's criticisms of Porter's model, focussing on three major areas: the role of FDI, foreign government influence and Multi National Enterprises (MNEs), before looking at developments to Porters diamond with country specific examples.
RUGMAN'S AND COLLINSON'S CRITIQUE OF PORTER'S DIAMOND
The eight areas identified for comment and evaluation namely: the model is limited by being based on ten countries, which are either industrialised or a member of a triad; the Government is of critical importance, and has been neglected by Porter; chance although critical, is difficult to predict or guard against; Porter's model must be applied in terms of company-specific considerations and not in terms of national advantages; Porter delineates only four distinct stages of national competitive development; Porter contends that only outward FDI is valuable in creating competitive advantage, and inbound foreign investment is never the solution to a nation's competitive problems; reliance on natural resources is viewed by Porter as insufficient to create worldwide competitive stature; the model does not adequately address the role of MNEs.
FOREIGN DIRECT INVESTMENT
FDI tends to focus on opportunities in the same continental region. This often reflects attempts by multinationals to build up regional networks starting near their home base. A major conceptual problem with Porter's model is due to the narrow definition he applies to FDI. Porter defines only outward FDI as being "valuable in creating competitive advantage" and that inward FDI is "not entirely healthy" . He also states that foreign subsidiaries are importers, and that this is a source of comparative disadvantage .
Per Kowitt (2014) T. J. Max, due to its size and capital, buys an enormous amount of merchandise upfront from suppliers and still obtain excellent prices and their suppliers also benefit from the same economies of scale. Consequently, the vendors also grow and rather sell to T.J. Maxx than the department stores. This addresses Porter’s Five Forces that Shape Strategy regarding two entry barriers of 1) supply-side economies of scale and 2) demand-side benefits of scale (Porter, 2008).
Michael Porter's Five Forces analyze the external and internal environment of a company to increase the awareness of threats and structure of the industry that company competes within. Thus, the Five Forces is an ideal tool which can help companies to maintain their competitiveness with a higher profitability.
Porters Five forces model is an analytical tool developed by Michael E. Porter in 1979 whilst he was studying at Harvard Business School. Understanding Ports Five Forces brings to light an industry’s current profitability and develops a framework for making educated calculations for anticipating and influencing the competition. Porter wished to create a universal framework which can be utilized in all industries such as the automobile and performing arts industries. The model has five key components which highlights a market’s competitive intensity and overall attractiveness. The strongest force or forces determine the profitability of the industry and form the basis for the strategies that are utilized by the company. The five components of the model are the degree of rivalry; the threat of new entry; the threat of new substitutes; buyer power and the supplier power. Porter describes the five forces as creating a significant framework for different industries such as the fierce rivalry and strong buyer power in the aircraft industry but with relatively benign threat of entry, threat of substitutes and supplier power. Porter envisioned the model to extend the knowledge of Industrial Organisation. The forces explain how a company organises itself in order to satisfy the needs of the consumers with both quantity and quality, while at the same time maintai...
International companies do not report their data globally on a macro level, which doesn’t allow competitors to benchmark sustainable progress. Therefore, TJD will analyze the strategic framework of the top three export countries and identify firms that have had success. Factors such as political, cultural, economic, and financial components will be assessed to determine competitive advantage.
The first force in Porter's Five Forces Model is Entry Barriers. These factors are those that make it harder or easier for another company to enter into the industry. High barriers to entry will keep potential competitors out of the industry and low barriers to entry will give an opening for competitors to enter into the industry if the industry returns are high enough. (Hill & Jones 82) The fewer competitors in an industry the more the existing companies can take advantage of higher prices and better returns.
Use Porter’s diamond of national competitiveness to analyze potential reasons why Embraer has emerged as a successful competitor from Brazil. What should Brazil do to strengthen its national competitiveness in this industry in the future?
A model that attempts to explain the competitive advantage some nations or groups have due to certain factors available to them. The Porter Diamond is a model that helps analyze and improve a nation's role in a globally competitive field. The model was developed by Michael Porter, who is recognized as an authority on company strategy and competition; it is a more proactive version of economic theories that quantify comparative advantages for countries or regions. It also known as “Porter’s Diamond” or “Diamond Model”. Figure 1 shows that the Porter’s Diamond is about:
All research fully carried out on Entry nodes on the long run remain limited to large manufacturing firms. The foreign market selection and the choice of its entry modes drastically ascertain the performance of a specific firm. Entry mode can be defined as an arrangement for an organization that is organizing and conducting business in foreign countries like contractual transfers, joint ventures, and wholly owned operations (Anderson, 1997). Internationalization is part of a strategy which is going on for businesses and organizations transfers their operations across the national borders (Melin, 1992). The firm that is planning to have the operations across the border will have to choose the country that they are planning to visit. Anderson (1997) argues that the strategic market entry decisions forms a very important part of an organizational strategy. The decision to go international is part of the internationalization strategy of the firm. Multinational Corporations that desire to have international operations will find the strategy to go international, the mode of entry is very important. Even though there are studies which have shown that the main effect of being pioneers in a market promises superior performance in terms of market share and profitability than the late movers, Luo (1997) and other researchers have found out that the effect of the first mover may be conditional and will depend on the mode of strategy that is used (Isobe, & Montgomery, 2000). There are different strategies that MNCs can use to enter new foreign markets; they include exporting, licensing/franchising, full ownership and joint ventures. The mode of exporting entails a company selling its physical products which are usually manufactured outside the...
Political and legal considerations were given first priority in this analysis with primary emphasis given to whether a country's legal or political system prohibits or impedes foreign investment. If a country's political or legal system discouraged or prevented foreign investment, that country was disqualified from further consideration. Factors considered when assessing the political and legal environment:
To explore why nations could possibly gain a competitive advantage in a certain industry, Michael E. Porter conducted a study of ten nations which are the leading nations in the trading world and came up with “the diamond model". Porter then ended up with a conclusion saying that a nation prospers in a certain industry if it just owns a competitive advantage comparative to the top worldwide competitors.
Porter’s Five Forces model, was recognized by Michael E. Porter, to “identifies and analyzes five competitive forces that shape every industry” (Investopedia,
At the core of Porter’s theory is the idea that in order to be successful in the global marketplace, firms must first have a strong ‘home base’ to start launch from. Once this condition is established the firm will be able to engage in exports and FDIs ...
American Michael Porter was born May 23rd 1947. After initially graduating in aeronautical engineering, Porter achieved an economics doctorate at Harvard; staying at the university and becoming a Professor there. He is a leading authority on company strategy and the competitiveness of nations and regions. Michael Porter’s work is recognized worldwide, renowned for his theoretical frameworks for analysis both an organisations external environment (the Five Forces Model) and internal competencies (the Value Chain). Michael Eugene Porter, is the chair for Harvard Business Schools program dedicated for newly appointed CEOs of very large corporations.
The Porter five forces model (see Appendix 1) as an external analysis tool was established by Michael E. Porter and firstly announced in his book “Competitive Strategy: Techniques for Analyzing Industries and Competitors” in 1980 . The main idea of the Porter five forces concept is that the attractiveness of a market depends on the characteristic of the five competitive forces that have an impact on a company (see Appendix 2).
Smith, M. H. (2006). The natural advantage of nations: business opportunities, innovation and governance in the 21st century. Earthscan.