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Chapter 14 – Conclusions on Seaport Clusters 203 overall evaluation is 1.2 on a scale from –5 to +5, in Durban and the LMPC the average is – 0.2 and –0.1 respectively. This assessment shows that the organizational infrastructure in the three ports is not effective. A merger of various associations into one cluster association, as was done in Rotterdam, is probably a step forward. 14.4 Leader firm behavior in seaports The three case studies show that leader firms can contribute substantially to the performance of port clusters. The experts regard leader firms as relatively important. Examples of leader firm behavior in port clusters include: • Efforts and investments to improve rail accessibility, by setting up a freight rail company. • Efforts and investments to improve the quality of the labor force in the cluster. • Efforts and investments to improve the ‘data interchange infrastructure’ in a port. • Efforts to improve the organizational infrastructure in a port and the cooperation between firms and the port authority. • Efforts to increase the working standards of suppliers in the port. • Efforts to encourage the introduction of internal competition in a cluster. In every port cluster the involvement of leader firms will be different. These examples show the huge potential benefits of leader firm involvement. 14.5 Collective action regimes in seaports Collective action regimes are very relevant in port clusters. The hinterland access regime is especially important for the performance of a port cluster. Innovation, training and education, internationalization and marketing and promotion are also regarded as important regimes in all three ports. Central in improving regimes is the ability to commit resources, such as capital, management involvement, and commitment, to a regime. The quality of collective action regimes varies between the cases but is generally speaking moderate. Given the importance of the regimes, this is an important opportunity to improve
204 The Performance of Seaport Clusters the governance of seaports. One could even argue that the quality of regimes becomes more relevant in port competition: when firms become active in various port clusters, technological differences between ports become smaller and regulations to create a ‘level playing field’ more strict, these potential sources of competitive advantage become smaller. In such a competitive environment, the quality of collective action regimes becomes more important. 14.6 Port authorities as cluster managers The role of port authorities has traditionally been described with the ‘port models’ landlord, toolport and service port. It has become clear that these port models are of limited use for understanding strategies of port authorities (see Heaver et al, 2001). The case studies show that this distinction does not capture the involvement of port authorities in the governance, regardless their port model. On the basis of the case study evidence and theoretical insights stemming from the analysis of governance in clusters, the concept ‘cluster manager’ was developed. Figure 21 shows the newly proposed scheme to analyze investments of port authorities. Figure 21: The port authority as cluster manager Contribute to the performance of the port cluster Investments Necessary for effective transport node Port authority as cluster manager Landlord port authority Port authority as cluster manager Port authority as cluster manager Direct recovery Indirect recovery Cost recovery
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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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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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