Michael E. Porter

Michael E. Porter

Bishop William Lawrence University Professor (Renewal Leave)

Bishop William Lawrence University Professor (Renewal Leave)

Strategy
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Michael E. Porter
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Featured Work Publications Research Summary Awards & Honors

Michael Porter is an economist, researcher, author, advisor, speaker and teacher. Throughout his career at Harvard Business School, he has brought economic theory and strategy concepts to bear on many of the most challenging problems facing corporations, economies and societies, including market competition and company strategy, economic development, the environment, and health care. His extensive research is widely recognized in governments, corporations, NGOs, and academic circles around the globe. His research has received numerous awards, and he is the most cited scholar today in economics and business. While Dr. Porter is, at the core, a scholar, his work has also achieved remarkable acceptance by practitioners across multiple fields.

Dr. Porter’s initial training was in aerospace engineering at Princeton University. He then earned an M.B.A. from Harvard Business School and a Ph.D. in Business Economics from Harvard’s Department of Economics. His research approach—applying economic theory to complex systemic problems—reflects these multidisciplinary foundations.  In 2000, Harvard Business School and Harvard University jointly established the Institute for Strategy & Competitiveness to provide a home for his research.

Research & Scholarship

Michael Porter’s early work was on industry competition and company strategy, where he was the pioneer in utilizing economic theory to develop a more rigorous understanding of industry competition and the choices companies make to compete. In addition to advancing his home field of industrial organization economics, Dr. Porter’s work has defined the modern strategy field.  His ideas are taught in virtually every business school in the world as well as extensively in economics and other disciplines. He continues to write about competition and strategy today. His November 2014 article, How Smart, Connected Products Are Transforming Competition, addresses the role of information technology in strategy. Dr. Porter’s original work on industry structure, the value chain, and strategic positioning has informed much of his other research.

Dr. Porter next turned to economic development and competitiveness, where his work focused on the microeconomic underpinnings of national and regional economic development. This large body of work includes numerous theoretical and empirical papers on the concept of clusters and their impact on economic performance. He also created the Cluster Mapping Project, which pioneered the rigorous measurement of economic geography and has become the standard in the U.S., Europe, and a growing number of other countries. His theories are widely applied by both government policymakers and economic development practitioners globally.

In environmental policy, Dr. Porter proposed the “Porter Hypothesis” in the early 1990s, which put forward the novel theory that strict environmental standards were not in conflict with company profitability or national competitiveness, but could enhance both. The Porter Hypothesis has given rise to several hundred scholarly articles in the literature on environmental economics.

Dr. Porter also developed a body of work on the role of corporations in society. His ideas have changed the way companies approach philanthropy and corporate social responsibility. His 2011 paper with Mark Kramer, Creating Shared Value, highlights the power of capitalism as the best route to real solutions to many social problems. 

Finally, since the early 2000s, Michael Porter has devoted considerable attention to the economics of health care, with a focus on building the intellectual framework for realigning the delivery of health care to maximize value to patients (patient health outcomes achieved per dollar spent). In Redefining Health Care (with Elizabeth Teisberg) and a series of articles, Dr. Porter and colleagues have introduced the core concepts for reorganizing health care delivery organizations, measuring patient outcomes and the actual cost of care by medical condition, designing value-based reimbursement models, and integrating multi-location health systems, among others.  This work, known as value-based health care delivery, is diffusing rapidly in the literature and among practitioners.

Other Activities & Honors

Michael Porter has taught generations of students at Harvard Business School and across the entire University, as well as business, government, and health care leaders from around the world. He serves as an advisor to business, government, and the social sector. He has been strategy advisor to leading U.S. and international companies, served on Fortune 500 public boards, and played an active role in U.S. economic policy at the federal and state levels. He has worked with heads of state from around the world on economic development strategy. 

Michael Porter has founded or co-founded four non-profit organizations growing out of his scholarly work: The Initiative for a Competitive Inner City, which addresses economic development in distressed urban communities; the Center for Effective Philanthropy, which creates rigorous tools for measuring foundation effectiveness; FSG, a leading non-profit strategy firm serving corporations, NGOs, and foundations in improving social value creation; and the International Consortium for Health Outcomes Measurement (ICHOM), which develops global patient outcome standards and risk factors by medical condition and drives their adoption globally.

Michael Porter is the author of nineteen books including Competitive Strategy, Competitive Advantage, Competitive Advantage of Nations, On Competition, and Redefining Health Care, as well as over 125 articles. He has won many scholarly awards and honors including the Adam Smith Award of the National Association of Business Economists, the John Kenneth Galbraith Medal, the David A. Wells Prize in Economics from Harvard, and the Academy of Management’s highest award for scholarly contributions to management. He is also an unprecedented seven-time winner of the McKinsey Award for the best Harvard Business Review article of the year.

Professor Porter is the recipient of twenty-four honorary doctorates and several national and state honors. He received the first-ever Lifetime Achievement Award from the U.S. Department of Commerce for his contribution to economic development, and has been elected an Honorary Fellow of the Royal Society of Edinburgh and other honorary societies. In 2000, he was named a University Professor by Harvard University, the highest recognition that can be awarded to a Harvard faculty member.

For further information, see the website of the Institute for Strategy and Competitiveness (www.isc.hbs.edu).

 

Featured Work
On Competition, Updated and Expanded Edition
by Michael E. Porter

For the past two decades, Michael Porter's work has towered over the field of competitive strategy. On Competition, Updated and Expanded Edition brings together more than a dozen of Porter's landmark articles from the Harvard Business Review. Five are new to this edition, including the 2008 update to his classic "The Five Competitive Forces That Shape Strategy," as well as new work on health care, philanthropy, corporate social responsibility, and CEO leadership. This collection captures Porter's unique ability to bridge theory and practice. Each of the articles has not only shaped thinking, but also redefined the work of practitioners in its respective field. In an insightful new introduction, Porter relates each article to the whole of his thinking about competition and value creation, and traces how that thinking has deepened over time. This collection is organized by topic, allowing the reader easy access to the wide range of Porter's work.

Books
Journal Articles
Book Chapters
  • Esty, Daniel, and Michael E. Porter. "Ranking National Environmental Regulation and Performance: A Leading Indicator of Future Competitiveness?" In The Global Competitiveness Report 2001–2002, by Michael E. Porter, Jeffrey D. Sachs, Peter K. Cornelius, John W. McArthur, and Klaus Schwab, 78–101. New York: Oxford University Press, 2002. View Details
  • Porter, Michael E., and Scott Stern. "National Innovative Capacity." In The Global Competitiveness Report 2001–2002, by Michael E. Porter, Jeffrey D. Sachs, Peter K. Cornelius, John W. McArthur, and Klaus Schwab. New York: Oxford University Press, 2002. View Details
  • Porter, Michael E. "Building the Microeconomic Foundations of Prosperity: Findings from the Business Competitiveness Index." In The Global Competitiveness Report 2003-2004, edited by Michael E. Porter, Klaus Schwab, and Xavier Sala-i-Martin, 29–56. Oxford University Press, 2004. View Details
  • Porter, Michael E., Mercedes Delgado-Garcia, Christian H.M. Ketels, and Scott Stern. "Moving to a New Global Competitiveness Index." Chap. 1.2 in Global Competitiveness Report 2008/2009, edited by Michael E. Porter and Klaus Schwab, 43–63. Geneva: World Economic Forum, 2008. View Details
  • Porter, Michael E., and Nitin Nohria. "What Is Leadership: The CEO's Role in Large, Complex Organizations." Chap. 16 in Handbook of Leadership Theory and Practice, edited by Nitin Nohria and Rakesh Khurana. Harvard Business Press, 2010. View Details
  • Porter, Michael E., and Christian H.M. Ketels. "Clusters and Industrial Districts - Common Roots, Different Perspectives." In The Handbook of Industrial Districts, edited by Giacomo Becattini, Marco Bellandi, and Lisa De Propris. Cheltenham: Edward Elgar Publishing, 2009. View Details
  • Porter, Michael E., Christian H.M. Ketels, and Mercedes Delgado-Garcia. "The Microeconomic Foundations of Prosperity: Findings from the Business Competitiveness Index." In Global Competitiveness Report 2006-2007, edited by Augusto Lopez-Claros, Michael E. Porter, Xavier Sala-i-Martin, and Klaus Schwab. Palgrave Macmillan: Palgrave Macmillan, 2006. View Details
  • Porter, Michael E., and Mark R. Kramer. "Corporate Philanthropy: Taking the High Ground." In The Accountable Corporation, Vol. 3: Corporate Social Responsibility, edited by Marc J. Epstein and Kirk O. Hanson. Praeger, 2006. View Details
  • Porter, M. E. "Regions and the New Economics of Competition." In Global City-Regions, edited by A. J. Scott. Oxford: Oxford University Press, 2001. View Details
  • Porter, M. E. "Location, Clusters, and Company Strategy." In Oxford Handbook of Economic Geography, edited by G. Clark, M. Feldman, and M. Gertler. Oxford: Oxford University Press, 2000. View Details
  • Porter, Michael E. "Clusters and the New Economy." In Systems of Innovation: Growth, Competitiveness and Employment, edited by Charles Edquist and Maureen McKelvey. Cheltenham: Edward Elgar Publishing, 2000. View Details
  • Porter, M. E. "Microeconomic Competitiveness: Findings from the 1999 Executive Survey." In The Global Competitiveness Report. Geneva, Switzerland: World Economic Forum, 1999. View Details
  • Bond, Gregory C., and M. E. Porter. "Innovative Capacity and Prosperity: The Next Competitiveness Challenge." In The Global Competitiveness Report. Geneva, Switzerland: World Economic Forum, 1999. View Details
  • Siggelkow, Nicolaj, and M. E. Porter. "Competition and Strategy: The Creation of a Group and a Field." In The Intellectual Venture Capitalist: John H. McArthur and the Work of the Harvard Business School, 1980-1995, edited by T. K. McCraw and J. L. Cruikshank. Boston: Harvard Business School Press, 1999. View Details
  • Porter, M. E. "The Microeconomic Foundations of Economic Development." In The Global Competitiveness Report. Geneva, Switzerland: World Economic Forum, 1999. View Details
  • Porter, M. E. "Measuring The Microeconomic Foundations of Economic Development." In The Global Competitiveness Report. Geneva, Switzerland: World Economic Forum, 1999. View Details
  • Porter, M. E., and Orjan Solvell. "The Role of Geography in the Process of Innovation and Sustainable Competitive Advantage of Firms." In The Dynamic Firm, edited by Alfred D. Chandler Jr., Peter Hagstrom, and Orjan Solvell. Oxford: Oxford University Press, 1998. View Details
  • Porter, M. E. "Building Competitive Advantage: Lessons from Other Countries." In Voices from Marrakech: Selections from the Mediterranean Development Forum, edited by Ishac Diwan and Karen Sirker. Washington, D.C.: World Bank, Economic Development Institute, 1997. View Details
  • Porter, Michael E., and Claas van der Linde. "Toward a New Conception of the Environment-Competitiveness Relationship." In A Reader on Environmental Law, edited by Bridget Hutter.Oxford Readings in Socio-Legal Studies. Oxford: Oxford University Press, 1997. View Details
  • Porter, Michael E., and Claas van der Linde. "Green and Competitive: Ending the Stalemate." In The Earthscan Reader in Business and the Environment, edited by Richard Welford and Richard Starkey. London: Earthscan Publications Ltd., 1996. View Details
  • Porter, M. E. "Capital Choices: National Systems of Investment." In As if the Future Mattered: Translating Social and Economic Theory into Human Behavior, edited by Neva R. Goodwin. Ann Arbor: University of Michigan Press, 1996. View Details
  • Porter, M. E., and Rebecca E. Wayland. "Global Competition and the Localization of Competitive Advantage." In Proceedings of the Integral Strategy Collegium, edited by Hans Birger Thorelli. Greenwich, CT: JAI Press, 1995. View Details
  • Porter, M. E. "Competitive Strategy Revisited: A View from the 1990s." In The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press, edited by Paula B. Duffy. Boston, MA: Harvard Business School Press, 1994. View Details
  • Porter, M. E. "Global Strategy: Winning in the World-Wide Marketplace." In The Portable MBA in Strategy, edited by Liam Fahey and Robert M. Randall. New York: John Wiley & Sons, 1994. View Details
  • Porter, M. E. "Applying the Competitive Advantage of Nations Paradigm to Norway." In Praktisk okonomi & Ledelse: et Konsurransedyktig Norge. Oslo, Norway: Bedrifsøkonomens Forlag A/S, 1993. View Details
  • Takeuchi, Hirotaka, and Michael E. Porter. "Kokusai Marketing to Kyousou Senryaku (International Marketing and Competitive Strategy)." In Nihon no Kigyou System 2: Soshiki to Senryaku (Japanese Corporate System 2: Organization and Strategy), edited by Hiroyuki Itami, Tadao Kagono, and Motoshige Ito. Bungei Shunjau, 1993, Japanese ed. View Details
  • Porter, M. E. "Korea in the Middle." In Korean Competitiveness: A Shortcut to an Advanced Nation. Seoul, Korea: Dong-Sung Cho, 1992. View Details
  • Porter, M. E. "Can Japanese Companies Survive in Global Competition?" In Twenty-first Century: What Will Happen to Japanese Companies? Tokyo, Japan: NHK Publications, 1989, Japanese ed. View Details
  • Ghemawat, Pankaj, Michael E. Porter, and Richard Anthony Rawlinson. "Patterns of International Coalition Activity." In Competition in Global Industries, edited by M. E. Porter, 345–365. Boston, MA: Harvard Business School Press, 1986. View Details
  • Takeuchi, Hirotaka, and Michael E. Porter. "Three Roles of International Marketing in Global Strategy." In Competition in Global Industries, edited by M. E. Porter. Boston, MA: Harvard Business School Press, 1986. View Details
  • Porter, Michael E. "U.K. Conglomerates: A View of Hanson Trust." In The World in 1987. London, England: Economist Group, 1986. View Details
  • Porter, M. E. "The Technological Dimension of Competitive Strategy." In Research on Technological Innovation, Management and Policy. Vol. 7, edited by Robert A Burgelman and Henry Chesbrough. Greenwich, CT: JAI Press, 2001. View Details
  • Porter, M. E. "Analyzing Competitors: Predicting Competitor Behavior and Formulating Offensive and Defensive Strategy." In Policy, Strategy, and Implementation, edited by Milton Leontiades. Random House, 1983. View Details
  • Porter, M. E. "Industrial Organization and the Evolution of Concepts for Strategic Planning: The New Learning." In Corporate Strategy: The Integration of Corporation Planning Models and Economics, edited by T. H. Taylor. Amsterdam: North-Holland Publishing Company, 1982. View Details
  • Spence, A. Michael, and M. E. Porter. "The Capacity Expansion Process in a Growing Oligopoly: The Case of Corn Wet Milling." In The Economics of Information and Uncertainty, edited by J. J. McCall. University of Chicago Press, 1982. View Details
  • Porter, M. E., and Kathryn Rudie Harrigan. "A Framework for Looking at Endgame Strategies." In Strategic Management and Business Policy, edited by B. Glueck. McGraw-Hill, 1981. View Details
  • Porter, M. E., and R. E. Caves. "Barriers to Exit." In Essays on Industrial Organization in Honor of Joe S. Bain, edited by Joe Staten Bain, Robert T. Masson, and P. David Qualles. Cambridge, MA: Ballinger Publishing Company, 1976. View Details
Working Papers
Cases and Teaching Materials
Presentations
Other Publications and Materials
Research Summary
The Competitive Advantage of Nations and Regions
Michael E. Porter continues to extend his study first reported in The Competitive Advantage of Nations. Porter has published books and studies of other countries, states, and cities, including Canada, New Zealand, Portugal, the Commonwealth of Massachusetts, and India. A book on Japan (with visiting professor Hirotaka Takeuchi), tentatively titled The Two Japans, is expected to be completed in 1999.

Porter is extending his microeconomics-based theory of competitiveness in a variety of ways. He is exploring the shifting role of various microeconomic influences as a nation's economy becomes more advanced, and the relationship between macroeconomic conditions and microeconomic conditions in development.

Porter's examination of the problems of early-stage economic development includes research with Pankaj Ghemawat on India, as well as studies on Central American, South American, and Asian countries.

Porter is also conducting statistical research on the microeconomic foundations of economic development. An initial paper "The Microeconomic Foundations of Economic Development" (in The Global Competitiveness Report 1998, Geneva, Switzerland: World Economic Forum, 1998) examines the role of microeconomic variables in explaining per capita income differences among 52 countries. A paper with Mariko Sakakibara (UCLA) examines the link between domestic rivalry and international competitive success in a sample of Japanese industries.

Porter is also conducting research into appropriate forms of economic cooperation within regions (including countries), for which a major project involving the presidents of seven Central American nations is serving as a laboratory.

Clusters and Competition
Porter is conducting ongoing research on the theory of clusters, or geographic concentrations of interconnected companies and institutions in a particular field. This work includes further development of cluster theory and its implications for management and public policy (see On Competition, Boston: Harvard Business School Press, 1998 and "Clusters and the New Economics of Competition," Harvard Business Review, November-December 1998). Porter is also conducting statistical research on the incidence, growth, and decline of clusters in the U.S. economy. With Claas van der Linde of St. Gallen University in Switzerland, he is also conducting a meta-study of clusters drawn from almost 350 known studies of individual clusters.

National Innovative Capacity and the Ideas Production Function
Joint research with Scott Stern (MIT) is exploring the determinants of innovative capacity across countries using time series/cross-section data ("Measuring the "Ideas" Production Function: Evidence from International Patent Output," draft working paper, July 1998). Using international patenting as a weighting variable, Porter and Stern have devised an index of national innovation capacity. The data has also been employed to directly estimate critical parameters of the ideas production function, a central element in economic growth theory.

Sustainable Inner-City Economic Development
Michael E. Porter is using the framework he developed in The Competitive Advantage of Nations to examine the economic development problems in distressed inner-city areas. He seeks to understand the potential of inner-city businesses, government policies, and private-sector initiatives to contribute to sustainable economic development. Porter's project has yielded a series of articles (see "The Competitive Advantage of the Inner City," Harvard Business Review, May-June 1995) and led to the development of a private-sector organization called the Initiative for a Competitive Inner City, which is catalyzing inner-city development efforts across the nation.
Environmental Policy and Competitiveness
Michael E. Porter has been exploring (with Claas van der Linde of St. Gallen University, Switzerland) the relationship between environmental regulation, industry competition, and international competitiveness. He finds that many forms of environmental pollution reflect inefficient resource utilization and poorly developed technology, suggesting that better environmental performance is often consistent with enhanced competitiveness. This perspective recasts the role of governmental regulation, highlighting the importance of regulatory and corporate approaches that foster innovation and improve resource productivity rather than simply abate or prevent pollution
Capital Markets, Investment, and Competition
Michael E. Porter's research into issues of capital allocation, first published in the report 'Capital Choices,' is the basis for continuing research that examines how U.S. capital markets distort competitive behavior and investment. A report to the Competitiveness Policy Council, 'Lifting All Boats,' contains recent research and policy recommendations.
Competitive Strategy

Porter is engaged in a major new body of work on the theoretical foundations of competitive positioning and the underpinnings of sustainable competitive advantage. This research highlights the distinction between positioning and operational effectiveness; the fundamental role of differences in company activities in positioning; and the central importance of tradeoffs in delivering different types of customer benefit to the sustainability of differences in positioning; the role of fit among a firm's activities (or activity systems); competitive advantage and sustainability; and the relationship between strategy, organizations, and incentives.

He is exploring his ideas in theoretical papers, mathematical models, and company studies. An early discussion of this body of work appears in "What is Strategy?", Harvard Business Review, November-December 1996 and Activity Systems as Barriers to Imitation," Harvard Business School Working Paper #98-066.

Porter's next book on strategy, focusing on these ideas, is nearing completion.

Michael Porter and Anita McGahan are completing a series of statistical papers on the sources of company and industry profitability. Based on large new database on the profitability of U.S. business segments between 1981 and 1994, their research examines topics such as the relative importance of industry; business segment positioning; corporate parent effects on superior or lagging profitability; the persistence of profit differences over time; and how high and low performers differ along such dimensions.

Awards & Honors
Winner of the 2018 McKinsey Award for the best article in Harvard Business Review for "How Do CEOs Manage Their Time?" (July–August 2018) with Nitin Nohria.
Received an Honorary Doctorate in 2015 from Université Laval in Canada.
Received an Honorary Doctorate in 2013 from the Universidad Católica Nuestra Señora de la Asunción in Paraguay.
Received an Honorary Doctorate in 2012 from the Universidad Popular Autónoma del Estado de Puebla in Mexico.
Won the first place 2011 McKinsey Award for the best article in Harvard Business Review for “Creating Shared Value” with Mark R. Kramer.
Received an Honorary Doctorate in 2011 from the Illinois Institute of Technology in the United States.
Received an Honorary Doctorate in 2009 from the Universidad del Pacífico in Lima, Peru.
Received an Honorary Doctorate in 2009 from the University of Toronto in Canada.
Received an Honorary Doctorate in 2009 from McGill University in Montreal, Canada.
Received an Honorary Doctorate in 2009 from the Nyenrode Business Universiteit in The Netherlands.
Received the first Lifetime Achievement Award in Economic Development from the U.S. Department of Commerce in 2008.
Received an Honorary Doctorate in 2008 from the Leipzig Graduate School of Management in Germany.
Received an Honorary Doctorate in 2007 from the Universidad de los Andes in Bogota, Colombia.
Received an Honorary Doctorate in 2007 from the Universidad Deusto in Bilbao, Spain.
Winner of the 2007 James A. Hamilton Book of the Year Award from the American College of Healthcare Executives for Redefining Health Care with Elizabeth O. Teisberg (Harvard Business School Press, 2006).
Received an Honorary Doctorate in 2006 from the Háskóli Islands (University of Iceland) in Reykjavik.
Won the first place 2006 McKinsey Award for the best article in Harvard Business Review for “Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility” with Mark R. Kramer.
Awarded the 2005 John Kenneth Galbraith Medal by the American Agricultural Economics Association (AAEA) for his “breakthrough discoveries in economics and outstanding contributions to humanity through leadership, research, and service.”
Elected a Fellow of the Royal Society of Edinburgh in 2005.
Elected a charter member of the Fellows of the Strategic Management Society in 2005.
Received the 2005 Distinguished Contributor to Case Research and Teaching Award from the North American Case Research Association (NACRA).
Won the 2003 Academy of Management Career Achievement Award for Distinguished Scholarly Contributions to Management.
Received an Honorary Doctorate in 2003 from Handelshøyskolen BI (the BI Norwegian School of Management) in Oslo.
Received the Order of José Dolores Estrada, Batalla de San Jacinto, with the rank of Great Cross, from the government of Nicaragua in 2002.
Won the second place 2002 McKinsey Award for the best article in Harvard Business Review for “The Competitive Advantage of Corporate Philanthropy” with Mark R. Kramer.
Won the first place 2001 McKinsey Award for the best article in Harvard Business Review for “Strategy and the Internet.”
Received an Honorary Doctorate in 2001 from the Universidad de San Martín de Porres in Lima, Peru.
Received an Honorary Doctorate in 1999 from the Ecole des hautes études commerciales et Paris (HEC School of Management) in France.
Received the Creu de Sant Jordi in 1998 from the Government of Catalonia, Spain
Received the 1998 Award for Distinguished Contribution to the Field of Management from the International Academy of Management.
Won the 1997 Adam Smith Award from the National Association for Business Economics.
Received an Honorary Doctorate in 1996 from INCAE Business School in Alajuela, Costa Rica.
Won the second place 1996 McKinsey Award for the best article in Harvard Business Review for “What Is Strategy?”
Received an Honorary Doctorate in 1995 from the Universidad Adolfo Ibáñez in Santiago, Chile.
Selected as a Fellow of the World Academy of Productivity Science in 1995.
Received an Honorary Doctorate in 1994 from Mount Ida College in the United States.
Received an Honorary Doctorate in 1994 from the Universidade Técnica de Lisboa in Portugal.
Received the 1994 Award for Outstanding Contribution to Competitiveness from the American Society for Competitiveness.
Received an Honorary Doctorate in 1993 from Erasmus University in The Netherlands.
Received the 1993 Irwin Outstanding Educator Award from the Academy of Management.
Received an Honorary Doctorate in 1991 from Johnson & Wales University in the United States.
Won the 1991 Charles Coolidge Parlin Award for Outstanding Contribution to the Field of Marketing and Strategy from the American Marketing Association.
Elected in 1991 as a foreign member of the Ingenjörsvetenskapsakademien (Royal Academy of Engineering Sciences) in Sweden.
Received an Honorary Doctorate in 1989 from Stockholm School of Economics in Sweden.
Won the first place 1987 McKinsey Award for the best article in Harvard Business Review for “From Competitive Advantage to Corporate Strategy.”
Winner of the 1985 George R. Terry Book Award from the Academy of Management for Competitive Advantage (Free Press, 1985).
Elected a Fellow of the International Academy of Management in 1985.
Competitive Strategy (Free Press, 1980) was selected as one of the Outstanding Academic Books for 1980–1981 by Choice Magazine.
Winner of a 1980 Graham and Dodd Scroll Award from the Financial Analysts Journal for "Industry Structure and Competitive Strategy: Keys to Profitability" (1980).
Won the first place 1979 McKinsey Award for the best article in Harvard Business Review for “How Competitive Forces Shape Strategy.”
Winner of the 1973–1974 David A. Wells Prize in Economics from Harvard University for “Consumer Behavior, Retailer Power, and Manufacturer Strategy in Consumer Goods Industries” (Unpublished doctoral dissertation, Harvard University, 1973).
Distinguished as a Baker Scholar in 1971 at Harvard Business School.
Received a BSE with High Honors, Princeton University, 1969.
Phi Beta Kappa, 1969.
Sigma Xi, 1969.
Tau Beta Pi, 1969.
Member, NCAA Golf All-American Team, 1968.
Winner of the 1968 Eastern Intercollegiate Golf Championship.
Member, All State Football Team, New Jersey, 1965 and previous years.
Member, All State Baseball Team, New Jersey, 1965 and previous years.
Winner of the 2015 CK Prahalad Distinguished Scholar-Practitioner Award from the Strategic Management Society.
Received an Honorary Doctorate in 2017 from Incheon National University in Songdo, South Korea.
Winner of the 2018 Dan and Mary Lou Schendel Best Paper Prize from the Strategic Management Society for “How Much Does Industry Matter, Really?” (Strategic Management Journal, July 1997) with Anita M. McGahan. The prize recognizes work from at least 5 years earlier that has greatly influenced the teaching, research, and/or practice of strategic management.
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