Factors that promote innovation in shipping companies

This study seeks to identify factors that promote innovation in shipping companies. The study is based on an empirical investigation of 63 companies headquartered in Norway. The results imply that organizational and interorganizational variables are important to innovation. Three aspects of innovation are focused on: (1) service/product innovations, (2) market innovations, and (3) production method innovations. The explanatory variables that are applied in this study capture between 13-51% of the variability of the measures of innovation. The results indicate that an explicit strategy that promotes innovation is very important for the actual level of innovation within shipping companies. In management literature, it is often assumed that organic organizational features like decentralized decision-making promote innovation. The opposite features are assumed to restrain innovation. However, the results do not support these basic assumptions. For example, it seems to be important that managers make precise decisions in order to promote innovation.     

The performance effect of innovation in shipping companies

The aim of this study is to investigate how innovation contributes to company performance in Norwegian shipping and to extend our knowledge concerning what organizational and inter-organizational factors influence innovation in shipping firms. The study is based on a survey of 46 Norwegian shipping companies. We find that innovation contributes to firm performance. We also find that a conscious strategy, strategy involvement, external relationships, especially market relationships, and productivity slack have a significant positive effect on the degree of innovation. The results are dependent upon the companies’ degree of differentiation and the type of innovation.     

The performance effect of innovation in shipping companies

The aim of this study is to investigate how innovation contributes to company performance in Norwegian shipping and to extend our knowledge concerning what organizational and inter-organizational factors influence innovation in shipping firms. The study is based on a survey of 46 Norwegian shipping companies. We find that innovation contributes to firm performance. We also find that a conscious strategy, strategy involvement, external relationships, especially market relationships, and productivity slack have a significant positive effect on the degree of innovation. The results are dependent upon the companies' degree of differentiation and the type of innovation.     

Innovation types in the Finnish maritime cluster

The Finnish maritime cluster is an important sector of Finland's economy. However, literature on innovative activities within the cluster is limited. This article focuses on Finnish shipbuilding and marine industry firms. Several innovation types are identified. These are analyzed according to general characteristics of firms. The data is from a survey of 148 shipbuilding and marine industry companies; most of the variables are ordinal scale and are analyzed with standard statistical survey methods. Considering the significance and past technological achievements of the sector the results indicate surprisingly low radical innovation related-activity and attitudes towards it. As well, the results provide no evidence to support previous research, suggesting that the shipbuilding and marine industry produces more organizational than technological innovations. The innovativeness of the firms varies according to distinct characteristics such as size, intensity of in-house and collaborative R&D activities, and level of internationalization. The empirical results provide a platform for policy implications and directions for future research; innovations concerning environmental efficiency are raised as an important future area of development.     

Dynamics and interactions between spot and forward freights in the dry bulk shipping market

Analyzing the interactions between spot and forward freight agreement (FFA) prices in the dry bulk shipping is important as they play a significant role for shipping companies to secure their profits and avoid potential risks in the volatile market. By applying the vector autoregression (VAR) and the vector error correction model (VECM), this paper identifies the long-run and mutual causal relationship between the spot and FFA prices on the BPI T/C and BCI C7 routes. Along with these cointegrating rates, exogenous factors such as the market demand and supply and some economic indices are also recognized as contributing variables for the dynamic movement of the spot and FFA prices. Importantly, the mean-reverting process is justified on both routes with different mechanisms. When the spot and FFA prices deviate from their equilibrium level in the short run, they will be adjusted to their long-run equilibrium more directly and clearly on the BPI T/C route than those on the BCI C7 route. It also indicates that this adjusting power has direction and size asymmetries on both routes. In addition, the impulse analysis indicates that the spot rate is more volatile than its corresponding FFA prices confronting innovations. The results of this study provide a reference to the participants in the dry bulk shipping market on the causes of fluctuation in spot and FFA prices and their interactions, which can be used to promote the risk management in the market.     

Barriers to energy efficiency in shipping

The shipping industry shows potential for improvements in energy efficiency. Nonetheless, shipping companies appear reluctant to adopt these seemingly cost-efficient technical and operational measures aiming at reducing energy costs. Such phenomenon is not specific to the shipping industry and is commonly referred to as the energy efficiency gap. Decades of research in other sectors have contributed to the development of taxonomy of economic, organizational and psychological barriers that determine energy efficiency gaps through the use of a variety of research frameworks. This article aims to apply this research in the shipping context through interviews and review of existing literature and applications from other industries, with the objective of providing useful insight for shipping managers. The article discusses examples of barriers that are typical to shipping and that are related to information asymmetries and power structures within organizations. Managers of shipping firms are encouraged to look through their organizations in search of principal agent problems and power structures among the possible causes for energy efficiency gaps in their companies’ operations and possibly strive towards organizational change.     

Cost analysis of bulk cargo containerization

ABSTRACT

Bulk cargo containerization (BCC) involves changes in the transportation mode of container shipping for cargo that uses bulk carriers without packing. This topic has recently attracted considerable attention as an alternative transportation method for container cargo. BCC is advantageous because it can address imbalances in the amount of cargo conveyed between the main and back hauls, thereby improving efficiency. A previous survey among companies involved in cargo shipping revealed that in addition to ocean freight, vanning and devanning, and customs clearance costs, consignees’ decisions were the key factor in selecting transport modes. The present study aims to clarify the cost competitiveness of container shipping and identify cost reductions that may increase the use of BCC. To quantitatively check the results of the survey employed in this study, we constructed a model based on consignees’ and container shipping companies’ costs to determine the choice of transport mode for back-haul trade, then examined the incentives for consignees and shipping companies. We found that BCC can be realized by cost reduction on the part of the consignee and profit improvement on the part of the container shipping company for some routes and goods. Although reducing the freight rate would effectively promote BCC, reducing other costs would not have the same effect.     

Management control systems and performance: evidence from the Greek shipping industry

This study explores how Management Control Systems (MCS) enhance the performance of shipping companies. Based on data collected from semi-structured interviews, MCS are distinguished in three categories according to the purposes they fulfill: “Basic MCS” are implemented in order to set standards and support basic operations of the business, “Cost MCS” collect information about cost minimization while “External Information MCS” focus on compliance with the requirement of the cargo owners. Furthermore, evidence collected through a survey instrument addressed to shipping companies located in Greece suggests that the choice of MCS is contingent upon the strategy pursued by the shipping companies. Moreover, this paper tests whether shipping companies with an optimal fit between their strategies and their MCS experience superior business performance and a higher perceived usefulness of MCS. Results reinforce the notion that the performance of the shipping companies is contingent on the use of those control systems which are consistent with their strategies and a number of control variables such as experience of the person implemented the MCS, the size, and age of company.     

Green shipping management capability and firm performance in the container shipping industry

This study empirically identifies crucial green shipping management capability and examines its impact on firm performance using survey data collected from container shipping firms, including shipping companies and agencies. Exploratory and confirmatory factor analysis is performed to identify three critical green shipping management capability dimensions, namely, greener policy, greener ships, and greener suppliers. In this study, firm performance is categorized into environmental performance and financial performance. The results indicate that a greener policy has a direct and positive influence on both the greener ships and the greener suppliers factors. Greener ships and greener suppliers are found to have an indirect and positive influence on financial performance through environmental performance. Accordingly, this study suggests that container shipping managers could focus on organizational green shipping management capability, specifically regarding policies, ships, and suppliers, to improve their environmental and financial performance. The theoretical and practical implications of the findings for container shipping firms have been discussed.     

The potential for British coastal shipping in a multimodal chain

A strategy to revitalize coastal shipping within Great Britain is investigated. An examination of the regulatory environment shows government, at both the EU and British levels, aware of the environmental benefits of coastal shipping compared to road freight transport, if only mildly supportive in tangible terms. The geography of Great Britain and the modern preference for just-in-time deliveries have severely restricted the ability of coastal shipping to compete effectively with road freight transport. The primary objective of the paper is to investigate whether coastal shipping could be integrated into a multimodal door-to-door supply chain, where it is currently hampered by high costs of transhipment, slow transport speeds, and the incongruity of load sizes between land and sea modes. Integration requires the co-operation of all organizations within the multi-modal supply chain. However, coastal shipping companies have been known to be individualistic and mistrusting of alliances. Therefore, a Delphi study is undertaken to investigate the standpoint of leading managers in such companies towards multimodal integration. The results of the Delphi study indicate that managers are in favour of multimodal developments, in particular cooperation between coastal shipping and road haulage. However, there was agreement that the business is highly competitive, and this may prevent the forms of collaboration required for multimodal systems. The secretive nature of the coastal shipping sector could impede joint marketing to promote a mode of transport that is often 'invisible' to shippers. There was little consensus on the relationship that should exist between coastal shipping and ports, a topic worthy of further investigation.     

The potential for British coastal shipping in a multimodal chain

A strategy to revitalize coastal shipping within Great Britain is investigated. An examination of the regulatory environment shows government, at both the EU and British levels, aware of the environmental benefits of coastal shipping compared to road freight transport, if only mildly supportive in tangible terms. The geography of Great Britain and the modern preference for just-in-time deliveries have severely restricted the ability of coastal shipping to compete effectively with road freight transport. The primary objective of the paper is to investigate whether coastal shipping could be integrated into a multimodal door-to-door supply chain, where it is currently hampered by high costs of transhipment, slow transport speeds, and the incongruity of load sizes between land and sea modes. Integration requires the co-operation of all organizations within the multi-modal supply chain. However, coastal shipping companies have been known to be individualistic and mistrusting of alliances. Therefore, a Delphi study is undertaken to investigate the standpoint of leading managers in such companies towards multimodal integration. The results of the Delphi study indicate that managers are in favour of multimodal developments, in particular cooperation between coastal shipping and road haulage. However, there was agreement that the business is highly competitive, and this may prevent the forms of collaboration required for multimodal systems. The secretive nature of the coastal shipping sector could impede joint marketing to promote a mode of transport that is often ‘invisible’ to shippers. There was little consensus on the relationship that should exist between coastal shipping and ports, a topic worthy of further investigation.     

Risk perception affecting the performance of shipping companies: the moderating effect of China and Korea

Risks in the shipping industry have been highlighted and have attracted significant attention, especially following the bankruptcy of Hanjin in 2017. Due to the decrease in container volume, the business environment for large shipping companies in China has deteriorated. Therefore, major large shipping companies have implemented mixed ownership reform, which provides more opportunities for large Korean shipping companies to enter the Chinese shipping industry. This study first identifies risk perception, specifically focusing on the moderating effect of Chinese and Korean shipping companies, and then demonstrates the impact of these risks on shipping company performance. The results show that market, operational, and technical risks have a negative influence on Chinese shipping companies, whereas market, policy, financial, operations, and technical risks have a negative influence on Korean shipping companies. This study contributes to the fundamental understanding of the effect of risk perception on performance among shipping companies in both countries and calls for further research on risk management plans based on the risk factors identified herein. On a practical level, this study provides an important reference for operators and investors who seek to enter strategic alliances or joint venture in Chinese shipping industry.     

Development of early warning index in Korean shipping industry by using signal approach

ABSTRACT

The study aims to investigate and prevent shipping companies’ insolvency that can be derived from depressed market sentiment in the shipping industry. For this purpose, the paper focuses on developing an early warning index. The main factors that contribute to the change in the shipping industry are derived. Sixty independent variables were accounted in the development of early warning index, some of which are shipping, shipbuilding, and finance. Suggestions drew from the result of early warning index are described as below. Firstly, the results of a signal approach towards independent variables showed lowest the signal error value in newbuilding price of containership, bunker price, Commodity Research Bureau (CRB) commodity index, and order book of bulkship. These indicators have proven to be a high level of variation factor during shipping markets’ crisis. Secondly, the early warning index confirmed that it preceded by 6 months compared to probability of default. Thirdly, in order to validate the accuracy of the early warning index, the adequacy of the model was tested using a mean square error and time lag correlations. As a result of the verification, value proved to be at a high level of compliance at 0.097.     

Innovation,capabilities and competitive advantage in Norwegian shipping

As a high-cost country, it is believed that Norway has to build its competitiveness in most industries on innovation and knowledge-intensive products. The shipping industry is no exception. It has to be innovative in order to prosper. This unison conclusion, which has been drawn in several research projects during the last 10–20 years, is probably also applicable for companies in other high cost countries. A major issue in this research is how the industry can develop and maintain innovativeness and international competitiveness. The aim of this paper is to discuss the conclusion drawn in previous research concerning how the shipping industry can be innovative. It concludes that shipping companies have to improve their skills and competencies in a stronger interplay between organizations within and without the maritime cluster. This may increase their total capability and innovativeness and create distinctive competitive advantages that are difficult to imitate.     

Innovation, capabilities and competitive advantage in Norwegian shipping

As a high-cost country, it is believed that Norway has to build its competitiveness in most industries on innovation and knowledge-intensive products. The shipping industry is no exception. It has to be innovative in order to prosper. This unison conclusion, which has been drawn in several research projects during the last 10-20 years, is probably also applicable for companies in other high cost countries. A major issue in this research is how the industry can develop and maintain innovativeness and international competitiveness. The aim of this paper is to discuss the conclusion drawn in previous research concerning how the shipping industry can be innovative. It concludes that shipping companies have to improve their skills and competencies in a stronger interplay between organizations within and without the maritime cluster. This may increase their total capability and innovativeness and create distinctive competitive advantages that are difficult to imitate.     

A performance evaluation model for supply chain of shipping company in Iran: an application of the relational network DEA

Shipping business is capital intensive and highly competitive. It necessitates for the shipping companies to constantly monitor their performance and measure relative efficiencies of their supply chains. Despite such importance, the studies devoted to this field have been surprisingly limited. This paper reviews the involved factors and proposes a relational network data envelopment analysis (DEA) model for measuring the efficiency of supply chain of an international shipping company in Iran with relevant sub-processes in the period 2008–2011. First, the supply chain network of the company is illustrated and then the input and output variables associated to each member are determined. The proposed model is suitable for shipping companies which usually use similar pattern in this business. Finally based on the results, recommendations are made for improvements and a new field of business is also proposed.     

Strategic re-thinking in shipping companies

This article proposes a framework for how successful shipping companies can develop strategies for growth and take advantage of business opportunities. It is essential to strengthen strategy implementation to trigger faster, internallygenerated and profitable business growth. Formal planning and control systems, as they traditionally exist in shipping companies, need to be modified to allow for such growth. The forward-thinkers, the truly dynamic companies, will be able to perceive business opportunities before anyone else, mobilize their people, and implement the necessary strategies. In doing so, a balance must be struck between the everyday and visionary focus, between the top-down and bottom-up focus, between the business and corporate portfolio focus. Shipping companies can learn from the example of the progressive business leaders in other fields, capitalizing on their way to succeed and grow, by developing a dual capability to ‘see’ new opportunities and to ‘mobilize’ the relevant organizational resources to implement these. Examples from successful shipping companies are provided.     

Strategic re-thinking in shipping companies

This article proposes a framework for how successful shipping companies can develop strategies for growth and take advantage of business opportunities. It is essential to strengthen strategy implementation to trigger faster, internallygenerated and profitable business growth. Formal planning and control systems, as they traditionally exist in shipping companies, need to be modified to allow for such growth. The forward-thinkers, the truly dynamic companies, will be able to perceive business opportunities before anyone else, mobilize their people, and implement the necessary strategies. In doing so, a balance must be struck between the everyday and visionary focus, between the top-down and bottom-up focus, between the business and corporate portfolio focus. Shipping companies can learn from the example of the progressive business leaders in other fields, capitalizing on their way to succeed and grow, by developing a dual capability to 'see' new opportunities and to 'mobilize' the relevant organizational resources to implement these. Examples from successful shipping companies are provided.     

The relative efficiency and financial risk assessment of shipping companies

Since shipping companies are highly competitive, we ask whether financial risk assessment tools impact company performance and, therefore competitiveness and efficiency. Stochastic Frontier Analysis (SFA) is used in the evaluation. Based on distinct features of the risk-return relationship, three cargo segments in the shipping industry are studied—dry bulk, liquid bulk, and containerized cargo. The influence of the risk assessment indicators on market and operational efficiency is subsequently determined using a panel regression to determine whether different asset allocation and risk management techniques improve the performance of shipping companies. In this analysis, 79 international shipping companies listed in Bloomberg Shipping Indices are included in the data collected from Thomson One for the period of 2001–2010. Efficiency estimation from the SFA shows that containerized cargo firms have better performance in both market and operating efficiencies. Operating efficiency performance is achieved by lowering liquidity. Market efficiency is improved by well-managed leverage level.     

Strategic alliances in the container shipping industry: a global perspective

This paper examines developments in container shipping in light of the formation of strategic alliances by many of the leading companies. It focuses on three features: the transformation of services, the evolution of the fleet, and the adjustments made to the ports of call. These elements are analysed on a global basis for 3 years: 1989, 1994 and 1999. Some of the changes wrought by the alliances are identified, including the spread and intensification of services, and the deployment of the largest vessels on alliance routes. While the individual companies that have come together in alliances are serving many more ports than before, it is also demonstrated that the total number of ports served by the industry has remained constant. The results are interpreted in the context of globalization that is tending to impose greater standardization on the container shipping industry.