Port Performance

The main theme of this book is on port performance managers to deliver has reached a critical level, as policymakers, port users and other stakeholders, such as those involved in the environment and security, are compiling data directly and/or regulating performance reporting. If ports do not proactively participate in efforts to bench their performance, we expect that a number of stakeholders will do it for them. Modern management practices seek to link performance measurement to strategic planning processes in an increasingly competitive marketplace for port services. Competition itself can be understood as taking place among ports between port authorities, and among ports as well as within a port between operators. Port managers are required to measure and communicate achievements in this dynamic strategic environment. The ultimate goal of strategic management research is to search for the explanation of why some firms are more successful than their competitors. This book applies the Resource-based View Theory to get a full understanding of how ports capitalize the resources and competency to compete and improve port performance.