邁克爾・波特

邁克爾・尤金・波特（Michael Eugene Porter，），生於美國密西根州安娜堡，著名管理學家，企業經營策略和競爭力的權威，26 歲成為哈佛商學院教授，是哈佛曆史上最年輕的教授，2001 年領導著 “戰略和競爭研究所”，曾任雷根政府 “產業競爭力委員會” 的委員；而喜歡棒球的波特，也是波士頓紅襪隊的資深策略顧問。

生平

1969 年，於普林斯頓大學取得航空及機械工程系學士學位。1971 年，於哈佛大學商學院，取得 MBA 學位。1973 年，於哈佛大學取得企業經濟學（business economics）博士學位。

1984 年他是美國的創始合作人之一，是全球領先的戰略和管理綜合性諮詢公司，總部設在美國馬薩諸塞州劍橋。

1994 年他建立了建立富有競爭力的市內貧民區 ICIC（Initiative for a Competitive Inner City），一個任務是預測貧困內城的經濟發展的非盈利性組織。

2012 年 11 月，邁克爾波特創立的宣告破產。

學術貢獻

價值鏈（Value chain）
產業競爭的五力分析（5 forces analysis）
鑽石模型（Diamond Model）
市場定位（market positioning）- 區分為差異化基礎（variety base）、需求基礎（need base）、和經由特殊管道基礎（access base）的市場定位
策略群組（strategic groups，strategic sets）
競爭策略（generic strategies）- 區分為成本領先、差異化和集中化
區域經濟發展的產業叢集（Porter's clusters）

主要著作

3.1 競爭戰略

Porter, M.E. (1979) "How Competitive Forces Shape Strategy", Harvard Business Review, March/April 1979.

Porter, M.E. (1980) Competitive Strategy, Free Press, New York, 1980. The book was voted the ninth most influential management book of the 20th century in a poll of the Fellows of the Academy of Management.

Porter, M.E. (1985) Competitive Advantage, Free Press, New York, 1985.

Porter, M.E. (ed.) (1986) Competition in Global Industries, Harvard Business School Press, Boston, 1986.

Porter, M.E. (1987) "From Competitive Advantage to Corporate Strategy", Harvard Business Review, May/June 1987, pp.43–59.

Porter, M.E. (1996) "What is Strategy", Harvard Business Review, Nov/Dec 1996.

Porter, (2017) "Michael Porter on Creating Competitive Advantage for Yourself" , HBR Ascend
Porter, M.E. (1998) On Competition, Boston: Harvard Business School, 1998.

Porter, M.E. (1990, 1998) The Competitive Advantage of Nations, Free Press, New York, 1990.

Porter, M.E. (1991) "Towards a Dynamic Theory of Strategy", Strategic Management Journal, 12 (Winter Special Issue), pp.95–117. http://onlinelibrary.wiley.com/doi/10.1002/smj.4250121008/abstract
McGahan, A.M. & Porter, M.E. Porter. (1997) "How Much Does Industry Matter, Really?" Strategic Management Journal, 18 (Summer Special Issue), pp.15–30. http://onlinelibrary.wiley.com/doi/10.1002/(SICI) 1097-0266 (199707) 18:1%2B%3C15::AID-SMJ916%3E3.0.CO;2-1/abstract
Porter, M.E. (2001) "Strategy and the Internet", Harvard Business Review, March 2001, pp.62–78.

Porter, M.E. & Kramer, M.R. (2006) "Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility", Harvard Business Review, December 2069, pp.78–92.

Porter, M.E. (2008) "The Five Competitive Forces That Shape Strategy", Harvard Business Review, January 2008, pp.79–93.

Porter, M.E. & Kramer, M.R. (2011) "Creating Shared Value", Harvard Business Review, Jan/Feb 2011, Vol. 89 Issue 1/2, pp. 62–77
Porter, M.E. & Heppelmann, J.E. (2014) "How Smart, Connected Products are Transforming Competition" , Harvard Business Review, November 2014, pp. 65–88
Porter, M.E. & Heppelmann, J.E. (2015) "How Smart, Connected Products are Transforming Companies" , Harvard Business Review, October 2015, pp. 97–114
Porter, M.E. & Heppelmann, J.E. (2017) "Why Every Organization Needs an Augmented Reality Strategy" , Harvard Business Review, November 2017, pp. 46–62

波特在管理學領域堪稱經典的 “競爭” 三部曲是：

《競爭策略》（Competitive Strategy，1980）
《競爭優勢》（Competitive Advantage: Creating and sustaining superior performance，1985）
《國家競爭優勢》（The Competitive Advantage of Nations，1989）

3.2 美國政治競爭力

Gehl, K.M. & Porter, M.E. (2017) "Why Competition in the Politics Industry is Failing America", Harvard Business School, September 2017.

3.3 美國健康醫療

Porter, M.E. & Teisberg, E.O. (2006) Redefining Health Care: Creating Value-Based Competition On Results, Harvard Business School Press, 2006.

Berwick, DM, Jain SH, and Porter ME. "Clinical Registries: The Opportunity For The Nation." Health Affairs Blogs, May 2011.

3.4 全球醫療健康

Jain SH, Weintraub R, Rhatigan J, Porter ME, Kim JY. "Delivering Global Health". Student British Medical Journal 2008; 16:27.

Kim JY, Rhatigan J, Jain SH, Weintraub R, Porter ME. "From a declaration of values to the creation of value in global health: a report from Harvard University's Global Health Delivery Project". Global Public Health. 2010 Mar; 5 (2):181–88.

Rhatigan, Joseph, Sachin H Jain, Joia S. Mukherjee, and Michael E. Porter. "Applying the Care Delivery Value Chain: HIV/AIDS Care in Resource Poor Settings." Harvard Business School Working Paper, No. 09-093, February 2009.

書籍和評論

Understanding Michael Porter: The Essential Guide to Competition and Strategy. Magretta, Joan. Boston: Harvard Business School Publishing, 2012.

The Lords of Strategy: The Secret Intellectual History of the New Corporate World. Kiechel, Walter III. Harvard Business School Publishing, Boston, 2010.

The Porter Hypothesis After 20 Years: How Can Environmental Regulation Enhance Innovation and Competitiveness? Stefan Ambec, Mark A. Cohen, Stewart Elgie, and Paul Lanoie. Resources for the Future Discussion Paper, Washington DC, 2011.

Well-Designed Environmental Regulations will Strengthen Companies' Competitiveness: Reviewing the Porter Hypothesis. Mitsuhashi Tadahiro (ed.) Japan, 2008.

From Adam Smith to Michael Porter: Evolution of Competitiveness Theory y. Cho, Dong-Sung Cho and Hwy-Chang Moon. Asia-Pacific Business Series, Korea, 2000.

“Retrospective: Michael Porter's Competitive Strategy.” Academy of Management Executive, May 2002, Vol. 16, No. 2
Perspectives on Strategy: Contributions of Michael E. Porter, F.A.J. van den Bosch and A.P. de Man (eds.), Kluwer Academic Publishers, Dordrecht, The Netherlands, 1997.

O Projecto Porter: A aplicação a Portugal 1993/94. Lisbon, Portugal: Ministério da Indústria e Energia, May 1995.

Sölvell, Ö. (2015), The Competitive Advantage of Nations 25 years – opening up new perspectives on competitiveness. Competitiveness Review, Vol. 25 No. 5, pp. 471-481. https://doi.org/10.1108/CR-07-2015-0068.

批評

波特的論述與主張遭到一些學術人士批評，認為其邏輯辯證前後矛盾，另外也被人認為其結論缺乏實務經驗的支援，以及論述中所舉的產業案例有刻意挑選及潤飾之嫌。

在其顧問公司倒閉負債五億美元後質疑者的聲浪更是大幅成長，認為波特的理論性遠大於實用性，不過是象牙塔內的紙上談兵。《富比士》雜誌在 2012 年 11 月 20 日發表認為波特提出的「五力分析」，想要替企業架構出競爭進入障礙，只是在企業全球化的浪潮中國界消失了、知識淪為大宗商品，沒人能建立壟斷性障礙，目前勝出的企業像蘋果、亞馬遜等，都必須仰賴不斷創新來創造價值，其管理學理論在生產過剩的買方時代已經沒有意義，在高度全球競爭白熱化的時代，各公司需要細節面、針對其產業特化的極細部顧問服務，這些都需要特化型的專家長年研究，而非只懂理論的大學教授能勝任，不會再有企業想為了講述大概略方向戰略的建議而付顧問費。