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Chapter 13 – Conclusions for Analyzing Clusters 195 13.6 The role of intermediaries in clusters The presence of intermediaries was found to contribute to the performance of a cluster. This is an addition to existing theories on governance in clusters, since this function of intermediaries is not widely acknowledged. However, in the three cases the presence of intermediaries is relatively unimportant and especially large firms can do without intermediaries. In seaports large numbers of ‘traditional’ intermediaries, such as ship’s agents and freight forwarders play a role. The traditional value added of these intermediaries declines, because transparency of supply chains and transport services increases. This might explain why the intermediaries are regarded as unimportant. The study shows intermediaries can play a role in the transfer of knowledge. However, in seaports, intermediaries that position themselves as ‘knowledge intermediaries’ have not emerged (yet). Comparison with other clusters could yield new insights here. 13.7 Collective action regimes in clusters The case studies show that the concept of collective action regimes is an important analytical tool for analyzing governance in clusters. At least five collective action problems are relevant: innovation, training and education, internationalization, hinterland access, and marketing and promotion. Four of these are not port specific and likely to be present in other clusters as well. These regimes are important for the performance of a cluster. The empirical results show that five variables determine the quality of collective action regimes, the most important ones being the infrastructure for collective action (organizational infrastructure), the presence of leader firms, and the role of public actors. The two others are the ‘voice’ of the business community and the presence of a community argument in the cluster. The results discussed above contribute to the understanding of governance in clusters. The theory of collective action can be applied to clusters and the concept of a collective action regime contributes to the literature on collective action (in clusters).
196 13.8 A regime manager The Performance of Seaport Clusters The concept ‘regime manager’ was developed on the basis of the case studies. The regime manager of the training and education regime in Rotterdam (KMR) is a ‘network organization’ that brings together all actors that have incentives and resources to contribute to the quality of the training and education regime. The regime manager is a not-for-profit public private organization. A regime manager is one particular (institutional) arrangement to overcome collective action problems. Only in one of the fifteen regimes (the knowledge and training regime in Rotterdam), does a regime manager exist. The evidence from the cases shows that this regime is effective: its score (on a scale from –5 to +5) was the highest (shared with a second regime) of all fifteen regimes. Furthermore, the evaluation of the organizational infrastructure of the training and education regime in Rotterdam is by far the best of the fifteen regimes that are analyzed, with a score of 1.8 on a scale from –5 to +5. Thus, the regime manager is an arrangement that can improve the quality of collective action regimes in clusters. This addition to theories on governance in clusters resulted from the empirical research. 13.9 Cluster associations The concept of a ‘cluster association’ is a second concept to analyze the quality of governance in clusters that has been developed on the basis of the case studies. Firms in clusters set up collective organizations. In all three clusters, various associations, each with a specific membership base, such as an association for forwarders, shipping lines or terminal operators, have developed. In only one cluster (Rotterdam) have these various organizations grouped together to set up a port cluster association. In this cluster the quality of the collective action regimes is better than in the other two clusters. This is an indicator that a cluster association can contribute to the quality of the ‘organizational infrastructure’. In the two other port clusters, there are initiatives to develop such a cluster association. A schematic overview of a cluster association is given in Figure 19.
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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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118 Figure 15: Optimal investment q
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10 STRUCTURE AND PERFORMANCE IN SEA
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Chapter 10 - Structure and Performa
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11 GOVERNANCE AND PERFORMANCE IN SE
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Chapter 11 - Governance and Perform
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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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