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Chapter 11 – Governance and Performance in Seaport Clusters; Results of the Cases 143 Table 54: Leader firms and their effects P&O Nedlloyd Maersk/ SeaLand Leader firms in Rotterdam P&ONedlloyd contributes with international expertise to the development of a ‘port information system’ in the port. The firm has initiated ‘European Rail Shuttle’, that developed into the largest European container rail operator. Finally, the firm’s top management contributes to efforts to improve Rotterdam’s transport related education infrastructure. Leading partner in the above mentioned ERS. Furthermore, this firm has been active in lobbying for rail deregulation, both at the Dutch and the European level. ECT This main container operator is advanced in developing new terminal technologies. The firm develops inland networks and is engaged projects to reduce landside congestion at the terminal. Due to the bad financial performance of the firm and the take-over by Hutchison, ECT behaves now less as a leader firm. Lyondell Chemical Nederland Central Gulf Lines Rennies group Leader firm in the chemical cluster; encourages/enforces competition among local suppliers and leading in cooperation between chemical firms in the port area. Leader firms in the LMPC Central Gulf Lines’ CEO plays an important role in forming a coalition to improve the governance of the port cluster (discussed more in detail in the next section). Leader firms in Durban A leading private terminal operator in the port with various subsidiaries. Rennies is committed to the port of Durban and actively involved in governance issues. MSC The largest container shipping line in Durban and initiator of the ‘container lines operators forum’ (CLOF), to improve the daily operations of the container terminal. Toyota The leading shipper/receiver in Durban, critical and involved with regard to the performance of the port. Table 54 shows that Rotterdam is relatively well endowed with leader firms and the LMPC not. These leader firms contribute to the quality of the governance of the port cluster. The role of leader firms in creating collective action regimes is discussed in the next section. 11.4 Collective action regimes In this section, the quality of collective action regimes in the three cases is assessed. In the first section the general survey results are discussed. In the next five sections, five relevant regimes are discussed.
144 11.4.1 Identification of collective action regimes The Performance of Seaport Clusters Table 55 shows the results of a question whether or not collective action adds to the performance of the port cluster. This question is asked for five different potential CAP’s, discussed in chapter 9. If collective action has/would have positive effects, the collective action regime (CAR) is analyzed. Table 55: Identification of CAR’s Total LMPC Rotterdam Durban Present (P) Absent (A) P A P A P A Innovation 81* 22 24* 4 29 12 28* 6 Training & Education 99* 5 27* 2 38* 3 34* 0 Internationalization 61* 38 26* 3 13 28** 22 7 Marketing & Promotion 98* 6 28* 1 37* 4 33* 1 Hinterland access 93* 6 24* 2 37* 4 32* 0 * Significant majority (across the cases of for one case) ** Significant differences with respondents in other 2 cases All five potential CAR’s are relevant in port clusters. Four of the five CAR’s are relevant across the cases; only internationalization is not regarded as a collective action problem in Rotterdam. This means that an arrangement for ‘collective internationalization’ is not regarded as an initiative that would enhance the performance of the cluster. In the interviews it was found out that this opinion is based on the argument that the majority of firms in the cluster is already international on the one hand, and can internationalize ‘on their own’ on the other hand. The importance of the five CAR’s according to the experts is given in Table 56.
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PETER W. DE LANGEN The Performance
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The Performance of Seaport Clusters
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Preface v PREFACE My first publicat
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Preface vii The frequent question w
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x Emperical part: three cases of se
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1 INTRODUCTION Economists have alwa
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Chapter 1 - Introduction 3 1.2 Over
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Chapter 1 - Introduction 5 Second,
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2 CLUSTERS AS UNIT OF ANALYSIS In t
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Chapter 2 - Clusters as Unit of Ana
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20 The Performance of Seaport Clust
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22 Table 1: Four ways in which clus
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4 VARIABLES OF CLUSTER PERFORMANCE
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Chapter 4 - Variables of Cluster Pe
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5 CLUSTER STRUCTURE In this chapter
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Chapter 5 - Cluster Structure 41 Th
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Chapter 5 - Cluster Structure 43 ef
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Chapter 5 - Cluster Structure 45 Th
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Chapter 5 - Cluster Structure 47 fi
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Chapter 5 - Cluster Structure 49 va
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Chapter 5 - Cluster Structure 51 Ta
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54 6.1 Coordination in a cluster Th
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7 ANALYZING THE PERFORMANCE OF SEAP
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Chapter 7 - Analyzing the Performan
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8 CLUSTERING IN SEAPORTS In this ch
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Chapter 8 - Clustering in Seaports
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Chapter 13 - Conclusions for Analyz
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14 CONCLUSIONS ON SEAPORT CLUSTERS
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Chapter 14 - Conclusions on Seaport
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210 The Performance of Seaport Clus
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214 • Waste processing and recycl
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232 Industry experts The Performanc
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234 Agglomeration economies 10. Ind
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236 Cluster barriers Entry barriers
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238 Solving collective action probl
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240 The weight of the variables of
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Appendix 2: Cluster Experts in the
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Appendix 2: Cluster Experts in the
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English Summary 249 The Performance
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English Summary 251 The third schoo
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English Summary 253 The empirical p
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English Summary 255 Internal compet
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English Summary 257 • The innovat
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262 Tabel S1: Het effect van de vie
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Curriculum Vitae 271 Curriculum vit
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The Performance of Seaport Clusters
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