Strategic beliefs of port authorities

Larissa M. van der Lugt*, Peter W. de Langen, Lorike Hagdorn

*Corresponding author for this work

Research output: Contribution to JournalArticleAcademicpeer-review


Over the last decade, insights from the strategic management discipline have increasingly been applied to ports. A review of literature shows that in the analysis of port authority strategy, mainly outside-in approaches are applied. This paper adds to the emerging understanding of the port authority’s strategy by applying a cognitive perspective. Specifically, the strategic cognition of firms’ executives is one of the explanatory variables behind firms’ strategic decisions. Furthermore, cognitions are influenced by the organisational contexts in which port authority executives have worked. As a result, managerial “mental maps’ may vary across industry contexts and over time. This research investigates the strategic cognition of a global set of port authority executives through a survey-based instrument. The results show that, to a large extent, PAs resemble “regular” for-profit companies, but that they possess some specific beliefs that distinguish them from “regular” companies.

Original languageEnglish
Pages (from-to)412-441
Number of pages30
JournalTransport Reviews
Issue number4
Publication statusPublished - 4 Jul 2017


  • cognition
  • mapping
  • port authority reform
  • port authority strategy
  • Strategy analysis

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