The present paper explores how industrial symbiosis emergence unfolds within port industrial areas through a multiple case study that focuses on actors, platforms for collaboration, and content of stakeholder processes. Drivers for industrial symbiosis emergence are identified, and future lines of research are proposed.
The port industry is in a state of flux which is affecting the roles of port authorities. Applying a business model perspective to explore this qualitative shift in competition, this paper argues that port authorities are increasingly managing multiple multilateral business models. This is analyzed through an integrative review of port research which identifies four challenges for port authorities: 1) diversification of port customers; 2) requirements for new value creation; 3) changing possibilities and constraints of value capture; and 4) network effects, clusters and strategic partnerships. The review contributes to literature by exploring how managing port authority business model innovation requires changing the underlying business logic, the activities and resources and the configurational fit with other port actors' business models. This proposition is based on the interplay between the macro level port industry, the meso level rule structures within port systems and the micro level of port authority organisations.
Modern ports face not only a paradox of combining efficiency and effectiveness, but also a paradox of balancing activities characterized by different time horizons and stakeholder expectations. The structural changes underlying these paradoxes are the co-existence of downward pressures on market premiums and the increasing demands on the relational capabilities of port authorities. The increasing demand on relational capabilities is caused by the fact that modern ports are hubs for industrial activities that span the organizational boundaries of firms, integrating port systems and the hinterland. Thus, port authorities must simultaneously focus on cost efficiency and systemic coordination within complex port systems. As indicated by recent research on port governance and competitiveness, this implies that port authorities must assume and combine different organizational roles. The present paper takes this discussion further by classifying the organizational roles of port authorities in terms of role complexity, relational capital, and systemic functions within the port system. Based on a case study, the paper shows that the use of systemic functions implies the development of new business models, and that the adoption of the roles by port authorities depends on how emerging relational capabilities are embedded in structures of value co-creation and value co-capture.