UK Competitiveness: moving to the next stage

By Michael E. Porter, C. Ketels. 2003

502 citations recorded by the source corpus.

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Citations in the corpus

The Economic and Innovation Contribution of Universities: A Regional Perspective (2009, background): “Porter and Ketels (2003) conclude that there is still a lack of understanding in the UK of how to create effective impacts through knowledge transfer from universities, and the role of regions as part of these processes.”
Universities, knowledge networks and regional policy (2008, background): “Porter and Ketels (2003) conclude that there is still a lack of understanding of how to create effective impact through knowledge transfer from universities, and the role of regions as part of these processes.”
A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms (2012, background): “The UK has passed through the Factor-Driven Stage, in which competitive advantage is based on labour and natural resources, into the Investment-Driven Stage which focuses on efficient manufacturing and outsourced service exports (Porter & Ketels, 2003).”
Tourism Competitiveness: Price and Quality (2005, background): “Competitiveness has become the focus of considerable international debate, as policy makers are concerned to enhance the microfoundations of growth and prosperity (Porter and Ketels, 2003).”
Industrial Linkages and Export Spillovers from FDI (2007, unknown): “1 Foreign direct investments have been seen to bring many other important benefits to the UK economy (Porter and Ketels 2003).”
Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness (2007, background): “In the same way, the work on regions and inner cities is a derivative of the work on nations (Porter, 1994, 1995, 1996b, 1998b, 1998c, 2000b, 2003a; Porter & Ketels, 2003).”
Rural areas face the economic crisis: Analyzing the determinants of successful territorial dynamics (2014, background): “Economic capital This form of capital comprises a wide range of different factors, all of which have been identified previously as influencing processes of change in rural areas, including productivity (Porter and Ketels, 2003; Bryden et al., 2004), employment (Terluin and Post, 2000; Reimer, 2003; ”
Agro-based clusters in developing countries: staying competitive in a globalized economy (2010, background): “…study has identified 38 industry cluster categories in Sweden, which are described with regard to employment and growth in recent years (Sölvell et al., 2008), and the United Kingdom study has drawn up a detailed inventory of clusters across all sectors of the country (Porter and Ketels, 2003).”
The Distinctive City: Pitfalls in the Pursuit of Differential Advantage (2009, background): “For example, physical infrastructure emerged from a recent Global Competitiveness Report as the UK's most important economic weakness in relation to other advanced economies, reflecting the low rate of public investment over the last two decades (Porter and Ketels, 2003).”
Innovation and business performance for Spanish SMEs: New evidence from a multi-dimensional approach (2018, background): “Innovation constitutes a crucial driver for business competitiveness, (Porter and Ketels, 2003) and firm performance (Lichtenthaler, 2016; Oh et al.”
Competitiveness in a globalised world: Michael Porter on the microeconomic foundations of the competitiveness of nations, regions, and firms (2006, background): “Yes, I believe that the UK has had a remarkable turnaround, although there is a question about how to sustain the progress (Porter and Ketels, 2003).”
The role of absorptive capacity in facilitating "open innovation" outcomes: A study of Australian SMEs in the manufacturing sector (2009, background): “Much research has claimed that the role of inter-organizational networking has a significant effect in enhancing innovation output of firms (Monsted, 1994; Chaston, 2000; Porter and Ketels, 2003).”
Servitization and Competitive Advantage: The Importance of Organizational Structure and Value Chain Position (2015, unknown): “Servitization offers the opportunity to generate sustainable competitive advantage, since it frees fi rms from competing on cost alone ( Porter and Ketels 2003 ), allowing for greater differentiation and increased customer satisfaction.”
Founders’ human capital and the performance of UK new technology based firms (2012, background): “…are a firm’s main human resource and that the capabilities of scientists and middle managers employed by a firm derive from those of the entrepreneur(s) as it is the entrepreneur(s) who has selected employees with certain skills and capabilities (Caldeira and Ward 2003; Porter and Ketels 2003).”