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Chapter 11 – Governance and Performance in Seaport Clusters; Results of the Cases 167 11.4.5 The Innovation regime Table 70 shows the expert evaluation of the quality of the innovation regime in all three cases. Table 70: Expert evaluation of the quality of the innovation regime Variable Rotterdam Durban LMPC Leader firms 1.5*** 1.0*** -0.8** Public actors 0.1 -0.3 -0.5 Organizational infrastructure 0.8 0.1 0.4 Community argument -0.8**** 0.7* -0.8 Voice 0.0 -0.5**** 0.7*** Overall score 0.2 0.2 -0.2 Average scores on a scale from –5 (very bad) to +5 (very good) * Significantly higher score than in other two port clusters ** Significantly lower score than in two other port clusters *** Significantly higher score than average of all factors in same port cluster **** Significantly lower average judgment of all factors in same port cluster These figures lead to the following conclusions: • The innovation regime is perceived as moderate in all three cases. Strengths and weaknesses differ between the cases. • In Rotterdam, the involvement of leader firms is relatively good, the main shortcoming is the lack of a ‘community argument’. • In Durban, the leader firm involvement is also a positive factor, the weakness is the lack of voice: firms are not expressing innovation needs. • In the LMPC, the voice is relatively good, but as is the case with some other regimes, leader firms are lacking and public organizations do not play a leading role. The innovation regime in the LMPC The innovation regime in the LMPC is not effective. The scope of coordination is very limited. The firms in the cluster are mostly operational branches without budgets for
168 The Performance of Seaport Clusters innovation. Furthermore, knowledge centers are absent. This is partly because the business environment is not conducive for innovation. The University of New Orleans has technology transfer programs and is a recognized knowledge center. However, it is hardly involved in the port cluster. Port related firms are also hardly involved in the Louisiana Technology Council. Finally, public funding for investments in R&D is missing. Such funding is necessary given the ‘empty pockets’ and cost-focus of firms in the LMPC. Two opportunities to create an innovative coalition are innovation in barge shipping and Sea Point. Innovation in barge shipping In the section on the hinterland access regime the challenge of creating a system of container-on-barge was discussed. Container on barge is problematic because of its ‘systemic nature’: it is only viable when sufficient volumes are attracted. Given the advantages of container on barge vis-à-vis road transport - less congestion, environmentally friendly, low costs per kilometer - container on barge is an opportunity. Grasping this opportunity requires cooperation, coordination and innovation. A - federally funded - innovation project to simultaneously assess the market potential for container barge shipping and develop innovative solutions to overcome the disadvantages of inland shipping, such as the low speed, the high costs of handling the cargo in ports and imbalanced cargo flows, would greatly improve the quality of the innovation regime in the LMPC. Sea Point The most innovative idea in the LMPC is the Sea Point project. Sea point is a small artificial island for transhipping containers from sea-going vessels to barges. The fact that in this concept no landside infrastructure is required is a huge advantage, compared to a traditional terminal, because constructing infrastructure to the mouth of the Mississippi is very expensive. The offshore terminal would complement the existing terminal in New Orleans, since a large part of the cargo would have to be moved to a terminal with rail and road connections. Two retired industry experts developed the Sea Point idea. The project, even though clearly a contribution to the competitiveness of the LMPC, did not receive any institutional support.
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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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106 The Performance of Seaport Clus
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112 9.3.3 The presence of intermedi
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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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