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Ιnternationalization of port managing bodies
European Port Policy
janhoffmann.live

Ιnternationalization of port managing bodies

March 6th, 2019 European Port Policy, Featured, PortStudies

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An exploration of social license to operate (SLTO) measurement in the port industry: the case of North America
An exploration of social license to operate (SLTO) measurement in the port industry: the case of North America
An analysis of the CSR portfolio of cruise shipping lines
An analysis of the CSR portfolio of cruise shipping lines
Brand strategies of container shipping lines following mergers and acquisitions: carriers’ visual identity options
Brand strategies of container shipping lines following mergers and acquisitions: carriers’ visual identity options
An exploration of social license to operate (SLTO) measurement in the port industry: the case of North America
An exploration of social license to operate (SLTO) measurement in the port industry: the case of North America

PortEconomics members Michaël Dooms, Larissa Van Der Lugt, Francesco Parola, Giovanni Satta, joined by Dong-Wook Song (World Maritime University) in their latest port study, published at the scientific journal Maritime Policy and Management, aimed to establish a framework being conceptually able to explain a variety of internationalization strategies and related activities employed by port managing bodies (PMBs), as defined by the European Sea Ports Organisation (ESPO) in 2018, considering their hybrid nature. Having identified a potential to further the existing literature on port policy and strategy in general and port internationalization strategy in specific, the paper examines theoretical frameworks and methodologies from the literature on international business that could be applicable to this field.

The main objective is to define a conceptual and analytical framework to examine PMB international strategies, which include both inward and outward steps, also discriminating various internationalization patterns (operating modes). In particular, the authors investigate if the success (or failure) of PMB outward operations is affected by inward (previous) steps.

The study tests and validates the proposed conceptual model through multiple embedded case studies, which originate from diverse economic and institutional settings in Rotterdam, Shanghai and Singapore and provides a meaningful insight into discrepancies that could exist in internationalization strategies adopted by conventional business firms and PMBs since they are envisaged to show different trajectories in a number of areas.

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Michael Dooms

dr. Michaël Dooms (MSc & PhD, Applied Economics: Business and Technology, Solvay Business School, University of Brussels) is associate professor at the Solvay Business School at the University of Brussels (VUB). He is program director of the MSc in Management/Bedrijfskunde, teaches courses in Management and Strategy, Organization Design & Change, and is responsible for the internship program and foreign trade mission. For the trade mission project, since 2007, he has supervised more than 150 projects on the field aimed at foreign market expansion in emerging economies such as, inter alia, India, Brazil, China, Indonesia, Kenya, Colombia. His PhD Thesis won the 2011 Palgrave MacMillan MEL PhD Competition (4th edition). It treats the spatial and dynamic aspects of stakeholder management, with an application to large-scale infrastructure projects, including port projects, master plans, and vision cases. He is a member of PortEconomics.eu and a member of the Port Performance Research Network (PPRN), where he co-animates the port authority strategy group. His other research interests are in the fields of complex project evaluation (of large scale infrastructure projects), stakeholder management and corporate strategies. He is currently a guest professor of port management and strategy at universities in the Netherlands (MEL-Erasmus University Rotterdam) and Greece (AUEB), and formerly in Belgium (Antwerp, ITMMA). He has worked as a project manager and researcher on the formulation, evaluation, management and implementation of infrastructure development projects, strategies and visions characterized by a multi-disciplinary (integration of technical, economic and environmental criteria) and multi-stakeholder (public and private sector, local communities) approach, exceeding a total value of more than 10 million euros. Among the principals in contract research and consultancy are infrastructure managers (port authorities, airports, railway infrastructure,...), private construction firms and project developers, regional development agencies, stakeholder interest groups, trade associations, and various government levels (local, regional, national, transnational). In the field of strategy and organizational change, he was a key member of the strategy office developing and implementing of a strategic plan for the Belgian rail infrastructure manager Infrabel (2006-2010). In the management of the University of Brussels, he was vice-chairman of the Board of Directors during 2005-2008. He also co-founded a university spin-off company. From 2013 onwards, he leads the PORTOPIA project (www.portopia.eu), a large EU-FP7 collaborative research project on port performance measurement.

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Top-20 cruise ports in the Med, 2010-2019
https://vimeo.com/421473720?loop=1
Evolution of container volumes in European ports, 1985-2018
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