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1、<文献翻译：原文>Activities,resourcesandinter-organizationalMarcellaMartino*andAlfonsoMorvillo,Activities,resourcesandinter-organizationalrelationships:keyfactorsinportcompetitiveness[J].Marit.Pol.Mgmt,2008(6):571–589Inthelastdecade,theporteconomicsliteraturehasgivengreatempha
2、sistotheSupplyChainManagementapproachasthenewparadigmforthedefinitionofportcompetitiveness.SCMsupportsthedevelopmentofpartnershipsbetweentheactorsofthesupplychainandconsiderstheintegrationofactivitiesandresourcesalongbusinessprocessesassourceofcompetitiveadvantage.Neve
3、rtheless,theapplicationofSCMapproachtotheportisparticularlycompiexgiventhetraditionalhostilerelationshipsbetweenportactors.Intheefforttoovercomesuchcomplexity,someauthorshaveconsideredportsasLogisticsServiceProvidersandinterpretedtheirrolewithinsupplychainsthroughthein
4、tegrativepracticesundertakenbyGlobalPlayers–mainlyShippingCompaniesandTerminalOperators–inthesupplyofintegratedlogisticsservices.Eventoughtheseactorsarecrucialfortheportcompetitiveness,theydetermineapassiveroleofportinthenewcompetitivescenario.Thedefinitionofapotential
5、andpro-activeroleofportinthesupplychainsistheobjectiveofthispaperthatpresents,throughaliteraturereviewonSCMandportcompetitiveness,anewframeworkforportcompetitiveness.Accordingtothisframework,thatisbasedonthevalueconstellationconceptvalueisgeneratedbyjointeffortofportac
6、torsinthesatisfactionofclients’needs,throughtheexploitationofdifferentImterdependencies(serial,pooledandreciprocal)betweensupplychains.Inthiscontext,PortAuthorityhasaIfundamentalroleinidentifyingthoseresources–thesocalledcriticalassets–thatencouragethedevelopmentofinte
7、rorganisationalrelationshipsbetweenportactorsinthevaluegenerationprocess.1.IntroductionStudiesonportcompetitivenesshavetraditionallyfocusedontheanalysisofspecificservicesorportactivities,withinacontextcharacterizedbyanincreasingcomplexity,inwhichtheactorsinvolvedarever
8、yoftenmotivatedbyopposinginterestsandnonconvergentobjectives.Oneofthemostinterestingattempttodescribeandstrategically
