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Chapter 14 – Conclusions on Seaport Clusters 205 This scheme was used to analyze investments of the port authorities in the three cases. Table 86, Table 87 and Table 88 show cluster manager investments in Rotterdam, Durban and the LMPC. Table 86: Cluster manager investments in Rotterdam Role of port authority Direct cost recovery Indirect cost recovery Investments in port cluster (location) Investments in transport node Port consultancy Venture capital provision Office space provision Industrial pipeline infrastructure Hinterland terminals in Middle Europe ‘Standard investments’ such as dredging, quay construction, traffic control’. Table 87: Cluster manager investments in Durban Co-funding of university research Co-funding of innovation projects (among other through long term programs Connekt and Klict Co-funding of port labor pool Co-funding of training facility Co-funding of education center EIC Market intelligence Port marketing: Rotterdam representatives Port marketing: contribution to RPPC Role of port authority Direct cost recovery Indirect cost recovery Investments in port cluster (location) Investments in transport node Port consultancy City development (under study) ‘Standard investments’ such as dredging, quay construction, traffic control’. Training facility (currently predominantly for own staff) Market intelligence Port marketing
206 Table 88: Cluster manager investments in the LMPC The Performance of Seaport Clusters Role of port authority Direct cost recovery Indirect cost recovery Investments in port cluster (location) Investments in transport node City development Training for foreign port managers ‘Standard investments’ such as dredging, quay construction, traffic control’. Partnerships with hinterland ports Market intelligence These tables show that the port authority of Rotterdam acts to a large extent as cluster manager. The port authorities in both other clusters act cluster managers to a lesser extent. In Durban, the port authority transforms from a service port to a landlord port. The organization has not (yet) developed cluster management routines. In the LMPC, port authorities play a more modest role. The experts expect an increase in cluster management involvement of the port authorities in Durban and the LMPC. 14.7 Suggestions for further research The conclusions of this study are a basis for further research. Four suggestions for further research are discussed. • This study claims the role of cluster manager is an important potential competence for port authorities. However, the role of port authorities as cluster managers is little understood. Differences between a cluster manager and a landlord could be explored further. The theoretical basis provided in this study also allows for an analysis of organizational and institutional transformations of port authorities. • Second, leader firms can improve the quality of the governance of clusters (and the collective action regimes) substantially. Examples of leader firm behavior were found in all three cases. It can be argued that the potential benefits of leader firm involvement are especially large in ports in developing countries, because of the skills and knowledge leader firms can transfer. Thus, the role of (internationally operating) leader firms in port clusters in developing countries is an interesting and relevant research theme.
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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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Page 245 and 246: 232 Industry experts The Performanc
Page 247 and 248: 234 Agglomeration economies 10. Ind
Page 249 and 250: 236 Cluster barriers Entry barriers
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Page 253 and 254: 240 The weight of the variables of
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Page 262 and 263: English Summary 249 The Performance
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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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