Aktouf, O. (2005). The false expectations of michael porter’s strategic management framework, 6(11), 75-94, HEC Montreal. Show Retrieved from www.revistas.unifacs.br/index.php/rgb/article/download/199/207 Argyres, N. McGahan, A. (2002). An interview with michael porter. Academy of Management Executive, 16(2), 43-52. Retrieved from Retrieved from http://www.jstor.org/stable/4165839 Asad, M. (2012). Porter five forces vs resource-based view: A comparison. SSRN. Retrieved from https://ssrn.com/abstract=1986725 or http://dx.doi.org/10.2139/ssrn.1986725 Baltzan, P. & Phillips, A. (2010). Business driven technology, 4th Ed. Boston, U.S.: McGraw-Hill Irwin. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. Retrieved from https://business.illinois.edu/josephm/BA545_Fall%202011/S10/Barney%20%281991%29.pdf Bayus, B. (1998). An analysis of product lifetimes in a technologically dynamic industry. Management Science, 44(6), 763-775. Retrieved from http://public.kenan-flagler.unc.edu/faculty/bayusb/webpage/papers/shrinkingplc(mgs).pdf Brandenburger, A. (2002). Porter’s added value: High indeed! The Academy of Management Executive, 16(2), 58-60. Retrieved from http://www.jstor.org/stable/4165841 Buisson, B., & Silberzahn, P. (2010). Blue ocean or fast-second innovation? A four-breakthrough model to explain successful market domination. International Journal of Innovation Management, 14(3), 359–378. DOI: 10.1142/S1363919610002684 Burke, A. (2010, July). Blue ocean vs five forces strategy. Cranfield School of Management. Retrieved from http://www.som.cranfield.ac.uk/som/p14789/Think-Cranfield/2010/July-2010/Blue-Ocean-v-Five-Forces-Strategy Burke, A., Stel van A., & Thurik, R. (2010). Blue ocean vs. five forces. May Issue. Harvard Business Review. Retrieved from https://hbr.org/2010/05/blue-ocean-vs-five-forces Cliffe, S. (2011). When your business model is in trouble. Harvard Business School Publication. Retrieved from https://hbr.org/2011/01/when-your-business-model-is-in-trouble Cope, M. (2012). The seven c’s of consulting, 3rd Ed. London: Pearson UK. Cunningham, J., & Hamey, B. (2012). Strategy & strategists. Oxford: Oxford University Press. Dalken, F. (2014). Are porter’s five competitive forces still applicable? A critical examination concerning the relevance of today’s business. Semanticscholar.com. Retrieved from https://pdfs.semanticscholar.org/063f/be50003c29c81150bae86d4229ce38602a8f.pdf Downes, L. (1997). Beyond Porter. Context Magazine. Retrieved from http://www.mbatools.co.uk/Articles/BeyondPorter.pdf Dulčić, Ž., Gnjidić, V., & Alfirević, N. (2012). From five competitive forces to five collaborative forces: Revised view on industry structure-firm interrelationship. Procedia - Social and Behavioral Sciences, 58(0), 1077-1084. doi: http://dx.doi.org/10.1016/j.sbspro.2012.09.1088 Evans. N. (2015, august 26). How digital business disrupts the five forces of industry competition. Cio.com. Retrieved from https://www.cio.com/article/2976572/emerging-technology/digital-disruption-from-the-perspective-of-porters-five-forces-framework.html Fisk, P. (2016, October 16). Is michael porter still relevant in today’s fast and connected markets? Thegeniusworks.com. Retrieved from https://www.thegeniusworks.com/2016/10/michael-porter-still-relevant-todays-dynamic-digital-markets/ Grundy, T. (2006). Rethinking and reinventing michael porter’s five forces model. Strategic Change 15, 213–229 DOI: 10.1002/jsc.764. Retrieved from http://www.wz.uw.edu.pl/pracownicyFiles/id24289-Rethinking%20and%20reinventing%20Michael%20Porter'sfive%20forces%20model.pdf Hill, C., & Jones, G. (2007). Strategic management: An integrated approach. 7th Ed. Boston: Houghton Mifflin. Hoying, T., Jain, A., & Miller, M. (2008, June 10). A better customer service connection. Strategy+Business. Retrieved from https://www.strategy-business.com/article/08215?gko=1fc0b Hubbard, G., & Beamish, P. (2011). Strategic management: Thinking, analysis, action. 4th Ed. Strategic management: Frenchs Forest N.S.W.: Pearson Education Australia. Indiatsy, C., Mwangi, M., Mandere, E., Bichanga, J., George, G., Bichanga, I., & George, G. (2014). The application of porter’s five forces model on organization performance: A case of cooperative bank of kenya ltd. European Journal of Business and Management, 6(16), www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online). Retrieved from http://www.iiste.org/Journals/index.php/EJBM/article/view/13364/13622 Jain, N., & Ahuja, V. (2014). Segmenting online consumers using k-means cluster analysis. International Journal Logistics Economics and Globalization, 6(2), 161-178. Retrieved from https://www.researchgate.net/publication/277650903_Segmenting_online_consumers_using_K-means_cluster_analysis Jain, N., Ahuja, V., & Medury, Y. (2013). Websites and internet marketing: developing a model for measuring a website’s contribution to the brand. International Journal of Online Marketing, 3(1), 14-30. Retrieved from http://www.irma-international.org/viewtitle/77330/ Jalles, J. (2010). How to measure innovation? New evidence of the technology–growth linkage. Research in Economics, 64(2), 81-96. doi:http://dx.doi.org/10.1016/j.rie.2009.10.007 Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy: Text & cases. Researchgate.net. Retrieved from https://www.researchgate.net/publication/272353374_Exploring_Corporate_Strategy_Text_Cases Keen, P., Williams, R. (2013). Value architectures for digital business: Beyond the business model. MIS Quarterly, 37(2), 642-647. Retrieved from https://www.researchgate.net/publication/262202024_Value_architectures_for_digital_business_Beyond_the_business_model Kim, W., & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Boston MA: Harvard Business School Press. Klemperer, P. (1995). Competition when consumers have switching costs: An overview with applications to industrial organization, macroeconomics, and international trade. The Review of Economic Studies, 62(4), 515-539. Retrieved from http://www.jstor.org/stable/2298073 Kotter, J. (1996). Leading change. Boston, MA: Harvard Business School Press. Kraaijenbrink, J. (2017, November 6). Should strategy swim to blue oceans? Newstrategygroup.com. Retrieved from http://www.newstrategygroup.com/critique/should-strategy-swim-to-blue-oceans/ Larry, M., Shamir, L., & Johnson, F. (2014). The 5 competitive forces framework in a technology mediated environment. Do these forces still hold in the industry of the 21st century? Thesis. University of Twente, Faculty of Management and Governance. Retrieved from http://essay.utwente.nl/66196/1/Johnson_BA_MB.pdf Lio, F. (2012, March 22). Strategy: Porter’s five forces vs, hax’s delta model. Retrieved from http://franklio.weebly.com/blog/strategy-porters-five-forces-vs-haxs-delta-model Mekic, E., & Mekic, E. (2014). Supports and critiques on porter's competitive strategy and competitive advantage. Researchgate.net. Retrieved from https://www.researchgate.net/publication/266967720_Supports_and_Critiques_on_Porter's_Competitive_Strategy_and_Competitive_Advantage Metz, C. (2017, September 3). Microsoft and intel’s decade-long alliance has started to fray. Wired. Retrieved from https://www.wired.com/2017/03/wintel-going-not-dead-yet/ Mitry, D. J., & Smith, D. E. (2009). Convergence in global markets and consumer behaviour. International Journal of Consumer Studies, 33(3), 316-321. doi:http://dx.doi.org/10.1111/j.1470-6431.2009.00746.x Mohapatra, S. (2012). IT and porter’s competitive forces model and strategies. In Information Systems Theory (pp. 265-281). New York: Springer Moore, K. (2011, March 28). Porter or minzberg: Whose view of strategy is the most relevant today? Forbes. Retrieved from https://www.forbes.com/sites/karlmoore/2011/03/28/porter-or-mintzberg-whose-view-of-strategy-is-the-most-relevant-today/#246c86158bab Phillips, J. (2010, September 8). Innovate on purpose. Blogspot.co.nz Retrieved from http://innovateonpurpose.blogspot.co.nz/2010/09/innovation-and-porters-five-forces.html Porter, M. (1979). How competitive forces shape strategy. Harvard Business Review, March Issues. Retrieved from https://hbr.org/1979/03/how-competitive-forces-shape-strategy Porter, M. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York, NY: The Free Press. Porter, M. (1985). On competition. Updated and Expanded Edition. Boston, MA: Harvard Business School Publishing. Raible, M. (2013). Industrial organization theory and its contribution to decision-making in purchasing. University of Twente. Retrieved from http://essay.utwente.nl/64302/1/Max%20Raible.pdf Recklies, D. (2015, November 20). Porters five forces – content, application, and critique. Themanager.org. Retrieved from http://www.themanager.org/2015/11/porters-five-forces/ Simoes, M. (2013, April 4). Instant mba: Too much competition can ruin the company. Business Insider Australia. Retrieved from https://www.businessinsider.com.au/too-much-competitive-spirit-can-ruin-the-company-2013-4 Slater, S., & Olsen, E. (2002). A fresh look at industry and market analysis. Business Horizons, 45(1), 15-22. Retrieved from https://pdfs.semanticscholar.org/49e0/adde99500456cc1116758f7ec1ddbd0adca1.pdf Tower, N. (2015, January 30). Can my competitors click me out of business? internet marketing mysteries. Frist Scribe. Retrieved from https://www.firstscribe.com/can-competitors-click-business-internet-marketing-mysteries/ Ural, O. (2014). Uncovering porter’s five forces framework status in today’s disruptive business context. University of Twente. Essay. Retrieved from essay.utwente.nl/65390/1URAL_BA_MB.pdf Wang, W., & Chang, P. (2008). Entrepreneurship and strategy in china: Why porter’s five forces may not be. Journal of Chinese Entrepreneurship, 1(1), pp.53-64. https://doi.org/10.1108/17561390910916886 Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, Vol. 5, (April-June), 171-180. Retrieved from https://faculty.fuqua.duke.edu/~moorman/Marketing-Strategy-Seminar-2015/Session%201/Wernerfelt.pdf Williams, B., & Figueiredo, J. (2014). Lessons from an innovation-leader and tools to learn them. Journal of Industrial Engineering and Management, 7(4), 932-960. doi:http://dx.doi.org/10.3926/jiem.1135 Yoffie, D., & Kwak, M. (2006, September). With friends like these: The art of managing complementors. Harvard Business Review. Retrieved from https://hbr.org/2006/09/with-friends-like-these-the-art-of-managing-complementors Is Porter's five forces still relevant today's fast and connected markets Why?Porter's Five Forces cannot be considered as outdated. The basic idea that each company is operating in a network of Buyers, Suppliers, Substitutes, New Entrants and Competitors is still valid. The three new forces just influence each of the Five Forces.
Is Porter's Five Forces model still relevant?Porter's five forces is a widely used framework for analyzing industries. It refers to the competitive influences shaping the corporate strategies that are likely to be successful. The framework has held up well over time and continues to be a staple of the coursework for business classes.
What the relevance of Porter's five force model is in today's environment?Porter's five forces framework (rivalry existing competitors, threat of new entrants, power of suppliers and buyers, substitut products and services) is based on the perception that an organizational strategy should encounter the opportunities and threats in the organizations external setting.
How can we apply Porter's five forces model in today's competitive world?The Five Forces are frequently used to measure competition intensity, attractiveness, and profitability of an industry or market.. Competition in the Industry. ... . Potential of New Entrants Into an Industry. ... . Power of Suppliers. ... . Power of Customers. ... . Threat of Substitutes.. |