Analyzing the competitive advantages of Saudi Arabia with Porter's model

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dc.contributor.author Jasimuddin, Sajjad
dc.date.accessioned 2008-11-07T12:03:45Z
dc.date.available 2008-11-07T12:03:45Z
dc.date.issued 2001
dc.identifier.citation Jasimuddin , S 2001 , ' Analyzing the competitive advantages of Saudi Arabia with Porter's model ' Journal of Business & Industrial Marketing , vol 16 , no. 1 , pp. 59-68 . en
dc.identifier.issn 0885-8624
dc.identifier.other PURE: 82435
dc.identifier.other dspace: 2160/919
dc.identifier.uri http://hdl.handle.net/2160/919
dc.description Jasimuddin, Sajjad, 'Analyzing the competitive advantages of Saudi Arabia with Porter's model', Journal of Business and Industrial Marketing (2001) 16(1) pp.59-68 RAE2008 en
dc.description.abstract Saudi Arabia is one of the world’s wealthiest nations per capita and, through possession of a large share of the world’s oil resources, an economic power. However, oil continues to dominate exports, but industrialization efforts of the 1980s have led to a considerable diversification, with a range of manufactured goods being produced. The economic success of Saudi Arabia is built in part on its comparative advantages and on overcoming its disadvantages. Although the government strongly supports the free market economy based on competition, Saudi Arabia is yet to succeed in global competition, but the relative decline in its competitiveness demands a reexamination of its national competitive advantages. The paper analyzes the competitive advantages of Saudi Arabia with Porter’s model. Porter’s model generates various alternatives for a nation to gain a competitive advantage. However, these alternatives are not prescriptive. The four factors of Porter’s model are the basis for analyzing Saudi Arabian competitive advantage. en
dc.format.extent 10 en
dc.language.iso eng
dc.relation.ispartof Journal of Business & Industrial Marketing en
dc.title Analyzing the competitive advantages of Saudi Arabia with Porter's model en
dc.type Text en
dc.type.publicationtype Article (Journal) en
dc.identifier.doi http://dx.doi.org/10.1108/08858620110365007
dc.contributor.institution School of Management & Business en
dc.contributor.institution Management en
dc.description.status Peer reviewed en


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