Assessing Poter S Framework For Nationa
Journal of Business Research 55 (2002) 509 – 515
Assessing Porter’s framework for national advantage: the case of Turkey
¨ zlem O
¨ z*
O
Department of Management, Middle East Technical University, Ankara, Turkey
Received 1 February 1999; accepted 1 May 2000
Abstract
This study applies Porter’s diamond framework, which tries to identify the sources of international competitive advantage, to Turkey. The major objective is to contribute towards an improvement of this framework, and thus towards a better understanding of the sources of competitive advantage. The study also aims to shed some light on the competitive structure of the Turkish industry. The findings are generally supportive of Porter, meaning that the diamond framework works in a developing country setting. The results suggest, however, some major areas in the framework (especially domestic rivalry and the role of government) where one or more of the Turkish case studies contradict the
Porter hypothesis. D 2002 Elsevier Science Inc. All rights reserved.
Keywords: International competitiveness; Competitive advantage; Diamond framework; Turkey
Porter’s influential study published in The Competitive
Advantage of Nations (1990) has undoubtedly enhanced our understanding of competitive advantage. His research has also stimulated many further applications of the framework. Therefore, in addition to the 10 nations included in the original work, the framework offered by
Porter has also been applied to other countries (e.g.,
Canada, New Zealand, Norway) and regions (e.g., MA).
Most of them have been studied by the project teams headed by Porter himself, and they have been largely validating. Moreover, the majority of nations studied are developed countries. In addition, the framework has been the subject of much criticism and created a lively debate in the academic literature.
This study applies Porter’s diamond framework to Turkey, a middle-income developing country, which has recently opened up its economy to
Assessing Porter’s framework for national advantage: the case of Turkey
¨ zlem O
¨ z*
O
Department of Management, Middle East Technical University, Ankara, Turkey
Received 1 February 1999; accepted 1 May 2000
Abstract
This study applies Porter’s diamond framework, which tries to identify the sources of international competitive advantage, to Turkey. The major objective is to contribute towards an improvement of this framework, and thus towards a better understanding of the sources of competitive advantage. The study also aims to shed some light on the competitive structure of the Turkish industry. The findings are generally supportive of Porter, meaning that the diamond framework works in a developing country setting. The results suggest, however, some major areas in the framework (especially domestic rivalry and the role of government) where one or more of the Turkish case studies contradict the
Porter hypothesis. D 2002 Elsevier Science Inc. All rights reserved.
Keywords: International competitiveness; Competitive advantage; Diamond framework; Turkey
Porter’s influential study published in The Competitive
Advantage of Nations (1990) has undoubtedly enhanced our understanding of competitive advantage. His research has also stimulated many further applications of the framework. Therefore, in addition to the 10 nations included in the original work, the framework offered by
Porter has also been applied to other countries (e.g.,
Canada, New Zealand, Norway) and regions (e.g., MA).
Most of them have been studied by the project teams headed by Porter himself, and they have been largely validating. Moreover, the majority of nations studied are developed countries. In addition, the framework has been the subject of much criticism and created a lively debate in the academic literature.
This study applies Porter’s diamond framework to Turkey, a middle-income developing country, which has recently opened up its economy to
References: DD, editors. Productivity, growth and Canada’s international competitiveness. Ontario: John Deutsch Institute for the Study of Economic Policy, 1993. O Ashgate, 1999. Porter ME. The competitive advantage of nations. New York: The Free Press, 1990. Yin RK. Case study research: design and methods. 2nd ed. London: Sage, 1994.