Leveraging Porter's Diamond Model: Public Sector Insights

Abstract

Purpose: The study is a critical analysis of competitiveness and operational dynamism of a public sector non-profit making organization, the Punjab Agriculture and Meat Company (PAMCO), using the analytical tool of Porters Diamond Model. Although the model has widely been used in both the private sector and national competitiveness scenarios, its applicability in the case of the public sector organizations in the developing economies has not been sufficiently exploited.

Approach: The study addresses that gap by carrying out a narrative synthesis using qualitative perceptions and organizational statistics to determine the relations in which six elements of the Diamond Model influence the strategic path and performance of PAMCO.

Result: The results indicate that PAMCO has significant strengths, such as modern infrastructure, highly qualified human resources, and a semi-autonomous governance system that allows it to be nimble in its operations. These features make it a prospective driver in the business of red meat processing in Pakistan.

Limitations: Nevertheless, there still exist severe limitations, the most considerable ones being the barriers to international market access due to the lack of a certified animal traceability system, which is being addressed at governmental and diplomatic levels.

Practical Implications: The study helps with theoretical development of the framework proposed by Porter as the study confirmed that it could be applied to the state-driven institutions in unconventional settings and provides practical policy suggestions on how to make an institution more competitive. The study supports the ideas of institutional innovation, governance, and multi-stakeholder collaboration as the key avenues for resource optimization in the public sector organizations.