Michael Porter
From Wikipedia, the free encyclopedia
| Michael Porter | |
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| Born | 1947 |
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| Occupation | Author, Management Consultant |
Michael Eugene Porter (born 1947) is a University Professor at Harvard Business School, with academic interests in management and economics.
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[edit] Early life
Porter graduated from Princeton University in 1969, where he was an outstanding intercollegiate golfer.
[edit] Career
Michael Porter is the founder of a nonprofit organization called the Initiative for a Competitive Inner City and one of the founders of The Monitor Group. His main academic objectives focus on how a firm or a region can build a competitive advantage and develop competitive strategy.
He is also a Fellow Member of the Strategic Management Society. One of his most significant contributions is the five forces.
Porter's strategic system consists primarily of:
- Porter's Five Forces Analysis
- strategic groups (also called strategic sets)
- the value chain
- the generic strategies of cost leadership, product differentiation, and focus
- the market positioning strategies of variety based, needs based, and access based market positions
- global strategy
- Porter's clusters of competence for regional economic development
- Diamond model
[edit] Personal life
Michael Porter has two daughters and is divorced.
[edit] Key Work
- Porter, M.E. (1979) "How competitive forces shape strategy", Harvard business Review, March/April 1979.
- Porter, M.E. (1980) Competitive Strategy, Free Press, New York, 1980.
- Porter, M.E. (1985) Competitive Advantage, Free Press, New York, 1985.
- Porter, M.E. (ed.) (1986) Competition in Global Industries, Harvard Business School Press, Boston, 1986.
- Porter, M.E. (1987) "From Competitive Advantage to Corporate Strategy", Harvard Business Review, May/June 1987, pp 43-59.
- Porter, M.E. (1996) "What is Strategy", Harvard Business Review, Nov/Dec 1996.
- Porter, M.E. (1998) On Competition, Boston: Harvard Business School, 1998.
- Porter, M.E. (1990, 1998) "The Competitive Advantage of Nations", Free Press, New York, 1990.
- Porter, M.E. (1991) "Towards a Dynamic Theory of Strategy", Strategic Management Journal, 12 (Winter Special Issue), pp. 95-117.
- McGahan, A.M. & Porter, M.E. Porter. (1997) "How Much Does Industry Matter, Really?" Strategic Management Journal, 18 (Summer Special Issue), pp. 15-30.
- Porter, M.E. (2001) "Strategy and the Internet", Harvard Business Review, March 2001, pp. 62-78.
- Porter, M.E. & Kramer, M.R. (2006) "Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility", Harvard Business Review, December 2006, pp. 78-92.
- Porter, M.E. & Teisberg, E.O. (2006) "Redefining Health Care: Creating Value-Based Competition On Results", Harvard Business School Press, 2006.
[edit] Criticisms
Porter has been criticized by some academics for inconsistent logical argument in his assertions.[1] Critics have also labeled Porter's conclusions as lacking in empirical support and as justified with selective case studies.[2][3][4][5]
[edit] See also
- Techno cluster
- Economics
- Marketing strategies
- Strategic planning
- Strategic management
- Porter 5 forces analysis
- Cluster development
- National Diamond
[edit] External links
- Michael Porter currently leads the Institute for Strategy and Competitiveness at Harvard
- Summary Biography from Global Leaders
- Biography at Harvard Business School Faculty Pages
- Interviews with Michael Porter on bigthink.com, June 2009
- Michael E. Porter and Mark R. Kramer's latest article and winner of the 2006 McKinsey Award for the Best Harvard Business Review Article
- Michael Porter Biography at nonprofit consulting firm that he co-founded
- Porter Prize (English)
[edit] References
- ^ Sharp, Byron; Dawes, John (1996), "Is Differentiation Optional? A Critique of Porter's Generic Strategy Typology," in Management, Marketing and the Competitive Process, Peter Earl, Ed. London: Edward Elgar.
- ^ Speed, Richard J. (1989), "Oh Mr Porter! A Re-Appraisal of Competitive Strategy," Marketing Intelligence and Planning, 7 (5/6), 8-11.
- ^ Yetton, Philip, Jane Craig, Jeremy Davis, and Fred Hilmer (1992), "Are Diamonds a Country's Best Friend? A Critique of Porter's Theory of National Competition as Applied to Canada, New Zealand and Australia," Australian Journal of Management, 17 (No. 1, June), 89-120.
- ^ Allio, Robert J. (1990), "Flaws in Porter's Competitive Diamond?," Planning Review, 18 (No. 5, September/October), 28-32.
- ^ False Expectations of Michael Porter’s Strategic Management Framework, by Omar AKTOUF, Dr. HEC Montréal
