Laurent Livolsi – författare

This book examines how seaports, once emblematic drivers of globalisation and growth, are being transformed by a convergence of geopolitical, environmental, and societal crises. Rather than analysing each disruption separately, it adopts the lens of polycrisis, highlighting the interconnections between supply chain fragility, climate transition, shifting economic models, and social tensions.

Contributors from geography, law and management provide a multidisciplinary overview of port mutations, focusing on geopolitical reconfigurations, ecological constraints, and institutional change. The book explores issues such as reshoring and national security, the decline of fossil-fuel-based port economies, conflicts over land use and infrastructure, climate resilience, and the redefinition of port–city relations. By offering an integrated understanding of current transitions, the book provides readers with analytical tools to grasp how crises reinforce each other and reshape ports’ functions, governance, and spatial dynamics. It invites new ways of thinking about ports not only as infrastructures of exchange, but as strategic, political, and ecological actors in a world of accelerating change.

The primary readership includes academics and researchers in transport geography, port studies, maritime economics, political geography, environmental policy and public law. It will also interest professionals in port authorities, logistics, maritime industries, and policymakers involved in transport, territorial planning and the green transition.

This book examines how seaports, once emblematic drivers of globalisation and growth, are being transformed by a convergence of geopolitical, environmental, and societal crises. Rather than analysing each disruption separately, it adopts the lens of polycrisis, highlighting the interconnections between supply chain fragility, climate transition, shifting economic models, and social tensions.

Contributors from geography, law and management provide a multidisciplinary overview of port mutations, focusing on geopolitical reconfigurations, ecological constraints, and institutional change. The book explores issues such as reshoring and national security, the decline of fossil-fuel-based port economies, conflicts over land use and infrastructure, climate resilience, and the redefinition of port–city relations. By offering an integrated understanding of current transitions, the book provides readers with analytical tools to grasp how crises reinforce each other and reshape ports’ functions, governance, and spatial dynamics. It invites new ways of thinking about ports not only as infrastructures of exchange, but as strategic, political, and ecological actors in a world of accelerating change.

The primary readership includes academics and researchers in transport geography, port studies, maritime economics, political geography, environmental policy and public law. It will also interest professionals in port authorities, logistics, maritime industries, and policymakers involved in transport, territorial planning and the green transition.

Against this current trend of low growth and high uncertainty, business directors must work with their shareholders to set strategic objectives and define business models.

The great number of possible strategies makes this type of management very complex, and the actual deployment of strategic choices is often limited by a lack of overall coherence within the organization.

This problem calls for an appropriate and renewed response. In strategic management today, a closer, permanent dialogue is needed between operational and financial performance.

Based on a supply chain approach, the Value Added Supply Chain (VASC) model focuses on driving operational performance, but aims to achieve a greater and more dynamic integration between these two dimensions of the company''s value creation.

Against this current trend of low growth and high uncertainty, business directors must work with their shareholders to set strategic objectives and define business models.

The great number of possible strategies makes this type of management very complex, and the actual deployment of strategic choices is often limited by a lack of overall coherence within the organization.

This problem calls for an appropriate and renewed response. In strategic management today, a closer, permanent dialogue is needed between operational and financial performance.

Based on a supply chain approach, the Value Added Supply Chain (VASC) model focuses on driving operational performance, but aims to achieve a greater and more dynamic integration between these two dimensions of the company''s value creation.