1、 1 中文 4120 字 本科毕业论文英文文献 出 处： Journal of Global Competitiveness 原 文： The International Competitiveness of Puerto Rico Using the Porters Model Luz Leyda Vega-Rosado EXECUTIVE SUMMARY This paper is divided in five parts. The introduction establishes the importance of country competitiveness, especially
2、 for the economy of Puerto Rico, a small economy in the Caribbean. The second part includes the theoretical frame. The third part describes and explains the methodology used, developed in 1990 by Michael E. Porter from the Harvard Business School. The fourth part includes the ten industries that kee
3、p competitiveness in Puerto Rico for the years 1987, 1992, 1997, 2001 and 2002 accordingly to the methodology and an analysis of the Porters Diamond on each industry. The fifth part includes the conclusions and recommendations. Keywords: Puerto Rico, Caribbean, Competitiveness, Clusters, Industry. I
4、NTRODUCTION A countrys competitiveness must be examined before it can be successfully introduced into the international market and globalized economy of our time. Before successfully competing at an international level, it is necessary to know where a countrys competitiveness lies.This topic is freq
5、uently discussed not only by developed countries but also by developing countries. According to Dr. Michael E. Porter (1990) of the Harvard Business School, “competitiveness has become a central preoccupation of both advanced and developing countries in an increasingly open and integrated world econ
6、omy.”1 Therefore, 2 determining a countrys competitiveness is of great importance, whether it is big or small. Puerto Rico (PR) is an island known for its privileged location； between the Atlantic Ocean and the Caribbean Sea. The biggest of the Minor Antilles, its territory expands 100 by 35 miles (
7、8,900 km). The island is associated to the United States of America as the Commonwealth of Puerto Rico. Its population is of about four million inhabitants； all of them American citizens. The gross domestic product (GDP) is about $45.7 billion (purchasing power parity).The GDP per capita is around $
8、11,500.2 Puerto Rico has one of the most dynamic economies in the Caribbean region. Like all countries that wish to be inserted successfully in the global commerce, Puerto Rico needs to know where it has been competitive and also needs to identify how it is being positioned in terms of competitive c
9、apacities with respect to the rest of the countries of the world. This work examines which industries Puerto Rico (PR) have been competitive at the international level. The research consists of the use of the methodology to prepare cluster charts, developed by Dr. Michael E. Porter (1990), to determ
10、ine which have been the competitive industries for the years 1987, 1992, 1997, 2001 and 2002. With this methodology the cluster charts for Puerto Rico were constructed.3 The industries included in the maps are those in which the country is competitive among the international markets. This paper conc
11、entrated on the identification and analysis of the ten industries that consistently appeare on the cluster charts of the five years studied. It includes an analysis of the four determinants of competitiveness called the Porters Diamond and how these have impacted the competitiveness of the ten indus
12、tries. THE ORETICAL FRAME The traditional definition of competitiveness establishes that it is the rate of participation in the international markets.The true competitiveness, at the international level, exists when many countries win because they are more productive and can compete more and better
13、in the international markets (Global Competitiveness Report, 2003).“The competitiveness is a dynamic concept. Is a function of many factors,from the macroeconomic environment to the quality of the public institutions and the potential technological development as a result of the education and the in
14、vestment in human capital”.4 Porter (1990), said that the competitive advantage of a country is not inherited, it 3 is created. The competitiveness of a country depends on “creating a business environment, along with supporting institutions, that enable the nation to productively use and upgrade its
15、 inputs.”5 “Competitiveness is not naturally endowed but is, in good measure, man-made and, therefore, partly manageable by the public sector. The globalization of business further increases the need for positive interaction of market forces and state action.”6 At the micro level, some researchers d
16、efine competitiveness as “the ability of the firm or the industry to accomplish best performance in terms of profits in comparison with its competitors.”7 This study is about the competitiveness of Puerto Rico and the industries that make that possible at the international level. There are different
17、 approaches designed to measure the competitiveness of countries and its industries. Some of them are used by the World Economic Forum in their yearly publication the Global Competitiveness Report.One specific methodology used to measure the competitiveness of the countries is the preparation of clu
18、ster charts of competitive industries. This is the method used in this study. The measures used “seek to proxy the existence of true competitive advantage in international terms in an industry.”8 Porter used this method in 1990 to measure the competitiveness of ten industrialized countries. His stud
19、y was the base for the famous book The Competitive Advantage of Nations. The clusters are geographic concentrations of firms or industries that compete, collaborate, and are complementary and interdependent. They do business with each other or have common necessities of talent, technology, and infra
20、structure (Fisher and Reuber, 2000).The German economist Albert Hirschman, who studies at the Sorbonne, at the London Business School, and at Trieste University, was, in 1958, the pioneer in the business clusters concept analyzing the ties (both backward and forward) between industries. As many ties
21、 as one industry has with others in the same sector or inside the cluster, the more successful it will be. Porter (1990) establishes that the competitive advantage of industries is determined by four factors that are part of the country in which the industry is located. These factors are called the
22、Porters Diamond (Porter, 1990). “The Diamond creates an environment that promotes the clusters of competitive industries.”9 The Porters Diamond (1990) includes the following determinants: factor conditions (human resources, natural resources, capital and infrastructure)； demand conditions (especially local demand)； related and supporting
