Port management and governance in a post-COVID-19 era: quo vadis?

Notteboom, Theo; Haralambides, Hercules

doi:10.1057/s41278-020-00162-7

Cited by 92 publications

(63 citation statements)

References 74 publications

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“…The operational changes in dockwork operations (i.e., automation), administration, and port community interactions (e.g., the need for paperless transactions within ports, and associated hinterland and cross-border operations) resulted in an immediate response to the “new normal” imposed by the COVID-19 crisis. These developments accelerated changes in port management practices (Notteboom and Haralambides 2020 ), digitalization and automation, and in recently endorsed port governance models (see: Brooks et al 2017 ) as means to sustain and increase the resilience of maritime supply chains.…”

Section: Resultsmentioning

confidence: 99%

“…Many economies will be in a situation of depressed demand and high unemployment. Moreover, nearshoring and reshoring strategies are being considered to reduce the dependence on overseas production, develop essential economic activities at a regional/local level, and increase supply chain resilience (Notteboom and Haralambides 2020 ). The singularity of COVID-19 remains to be assessed.…”

Section: A Supply Chain Perspective On the Impact Of The Covid-19 Crimentioning

confidence: 99%

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Disruptions and resilience in global container shipping and ports: the COVID-19 pandemic versus the 2008–2009 financial crisis

2021

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Section: Resultsmentioning

confidence: 99%

Section: A Supply Chain Perspective On the Impact Of The Covid-19 Crimentioning

confidence: 99%

Disruptions and resilience in global container shipping and ports: the COVID-19 pandemic versus the 2008–2009 financial crisis

2021

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“…Higher market uncertainty requires higher flexibility in port infrastructure, operation, and services (Taneja et al 2010;Wang et al 2019). Thus, this range of port throughput forecasts with confidence intervals provides useful information to decision-makers and port planners to develop flexibility and create a buffer in port capacity planning to satisfy changing and uncertain future demand (Notteboom and Haralambides 2020). The continuous need for export of marine and aquaculture products (i.e., farmed and wild, frozen and fresh, processed and unprocessed), as well as imports of industrial and consumer goods are increasingly handled in containers in the multipurpose Port of Isafjordur.…”

Section: Figmentioning

confidence: 99%

“…Furthermore, demand levels are volatile over time (Novaes et al 2012), and the assumption of system stability leads to uncertain and inaccurate forecasts (Flyvbjerg et al 2003). In testimony of volatile circumstances, the current outbreak of COVID-19 has created uncertainty in cargo flows, signaling increasing challenges in decision-making in port development projects (Notteboom and Haralambides 2020).…”

Section: Introductionmentioning

confidence: 99%

A model for port throughput forecasting using Bayesian estimation

et al. 2021

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Capacity plays a crucial role in a port's competitive position and the growth of its market share. An investment decision to provide new port capacity should be supported by a growing demand for port services. However, port demand is volatile and uncertain in an increasingly competitive market environment. Also, forecasting models themselves are associated with epistemic uncertainty due to model and parameter uncertainties. This paper applies a Bayesian statistical method to forecast the annual throughput of the multipurpose Port of Isafjordur in Iceland. Model uncertainties are thus taken into account, while parameter uncertainties are handled by selecting influencing macroeconomic variables based on mutual information analysis. The presented model has an adaptive capability as new information becomes available. Our method results in a range of port throughput forecasts, in addition to a point estimate, and it also accounts for epistemic uncertainty, thus increasing the reliability of forecasts. Our results provide support for informed decision-making in capacity planning and management. Our forecasts show a constant linear growth of containerized throughput the period 2020-2025. Noncontainerized throughput declines rapidly over the same period.

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“…However, due to the COVID-19 pandemic, the importance to continuously monitor the economic, social and environmental situation of the port cluster has increased, including the development of a common understanding among key stakeholders on the impact of disruptive events on the TBL and the necessity to adopt strategies towards increased resilience. While ports are considered essential infrastructures during the pandemic, continuing their operations while being heavily impacted (e.g., at the level of strong traffic decreases, or cargo build-up at terminals), the future outlook is rather uncertain as value chains and trade may be structurally impacted by the increase in e-commerce, and substantial re-and nearshoring of economic activities may take place to reduce dependencies from distant manufacturers of essential goods [10].…”

Section: Introductionmentioning

confidence: 99%

Determinants of Sustainability Reporting in the Present Institutional Context: The Case of Port Managing Bodies

2021

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Research on the practice of sustainability reporting that is specifically focused on the approach applied by port authorities (or port managing bodies—PMBs) and based on surveys as a data collection method, is very limited. Most research consists of single-case studies, only partly covers the different dimensions related to the implementation of sustainability reporting, or is based on content analysis. This paper offers a multidimensional approach of the concept of sustainability reporting based on a global survey yielding 97 complete and valid answers of PMBs. A binomial logistic regression has been conducted to identify those organizational characteristics, whether or not under the control of the PMB, that have the largest explanatory power when it comes to the adoption of the practice of sustainability reporting. The research results present new variables compared to the findings of previous studies, such as proximity to a city, the history of data gathering, and the presence of environmental/social certifications. Furthermore, this paper also investigates how these organizational characteristics are interlinked with external, contextual forces by making use of Institutional Theory. By combining organizational characteristics with information on the institutional environment in which the PMB operates, a more complete image is obtained. The results of this analysis show that myriad different institutional pressures are in play when it comes to having influence over the decision making of PMBs with regard to the adoption of sustainability reporting. Furthermore, several prominent associations between one of the isomorphisms and certain organizational characteristics can be observed.

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Port management and governance in a post-COVID-19 era: quo vadis?

Cited by 92 publications

References 74 publications

Disruptions and resilience in global container shipping and ports: the COVID-19 pandemic versus the 2008–2009 financial crisis

Disruptions and resilience in global container shipping and ports: the COVID-19 pandemic versus the 2008–2009 financial crisis

A model for port throughput forecasting using Bayesian estimation

Determinants of Sustainability Reporting in the Present Institutional Context: The Case of Port Managing Bodies

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