Michael Porter

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For the English footballer, see Mick Porter.
Michael Porter

Born 1947 (1947)
Occupation Author, Management Consultant

Michael Eugene Porter (born 1947) is a University Professor at Harvard Business School, with academic interests in management and economics.

Contents

[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:

[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

[edit] External links

[edit] References

  1. ^ 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.
  2. ^ Speed, Richard J. (1989), "Oh Mr Porter! A Re-Appraisal of Competitive Strategy," Marketing Intelligence and Planning, 7 (5/6), 8-11.
  3. ^ 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.
  4. ^ Allio, Robert J. (1990), "Flaws in Porter's Competitive Diamond?," Planning Review, 18 (No. 5, September/October), 28-32.
  5. ^ False Expectations of Michael Porter’s Strategic Management Framework, by Omar AKTOUF, Dr. HEC Montréal
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