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The Performance of Seaport Clusters - RePub - Erasmus Universiteit ...

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Chapter 11 – Governance and <strong>Performance</strong> in <strong>Seaport</strong> <strong>Clusters</strong>; Results <strong>of</strong> the Cases 175<br />

11.6 Conclusions: cluster governance and performance<br />

Table 73 summarizes the most important conclusions on the relation between the structure<br />

<strong>of</strong> a cluster and the performance <strong>of</strong> that cluster.<br />

Table 73: Research findings on cluster governance and performance<br />

Issue Research finding<br />

Trust Trust is the most important variable for the quality <strong>of</strong> the governance <strong>of</strong> the cluster. Ports<br />

are not regarded as high trust environments.<br />

Intermediaries <strong>The</strong> presence <strong>of</strong> intermediaries is the least important variable for the quality <strong>of</strong> the<br />

governance <strong>of</strong> the cluster.<br />

A relatively large part <strong>of</strong> large firms do not agree intermediaries improve the quality <strong>of</strong><br />

cluster governance.<br />

Cargo related intermediaries are more important than ship related intermediaries.<br />

Leader firms Leader firms contribute to the quality <strong>of</strong> cluster governance.<br />

Collective action<br />

regimes<br />

In all three cases, leader firm behavior takes place.<br />

Leader firms make their international knowledge/networks available for local firms in the<br />

cluster.<br />

Leader firms improve the quality <strong>of</strong> collective action regimes.<br />

<strong>The</strong> five collective action regimes (innovation, training and education, marketing and<br />

promotion, hinterland access and internationalization) are relevant in seaports.<br />

Hinterland access is the most important regime and very important in all three cases.<br />

Internationalization is the least important regime.<br />

<strong>The</strong> role <strong>of</strong> public actors, the infrastructure for collective action and the role <strong>of</strong> leader<br />

firms are especially important for the quality <strong>of</strong> collective action regimes.<br />

None <strong>of</strong> the studied regimes (15 in total) is evaluated very positively, for all regimes<br />

opportunities for improvement are present.<br />

Innovation is the most difficult regime, because <strong>of</strong> need for cooperation and funding.

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