The Performance of Seaport Clusters - RePub - Erasmus Universiteit ...
The Performance of Seaport Clusters - RePub - Erasmus Universiteit ...
The Performance of Seaport Clusters - RePub - Erasmus Universiteit ...
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206<br />
Table 88: Cluster manager investments in the LMPC<br />
<strong>The</strong> <strong>Performance</strong> <strong>of</strong> <strong>Seaport</strong> <strong>Clusters</strong><br />
Role <strong>of</strong> port authority Direct cost recovery Indirect cost recovery<br />
Investments in port<br />
cluster (location)<br />
Investments in transport<br />
node<br />
City development<br />
Training for foreign port managers<br />
‘Standard investments’ such as<br />
dredging, quay construction, traffic<br />
control’.<br />
Partnerships with hinterland ports<br />
Market intelligence<br />
<strong>The</strong>se tables show that the port authority <strong>of</strong> Rotterdam acts to a large extent as cluster<br />
manager. <strong>The</strong> port authorities in both other clusters act cluster managers to a lesser extent.<br />
In Durban, the port authority transforms from a service port to a landlord port. <strong>The</strong><br />
organization has not (yet) developed cluster management routines. In the LMPC, port<br />
authorities play a more modest role. <strong>The</strong> experts expect an increase in cluster management<br />
involvement <strong>of</strong> the port authorities in Durban and the LMPC.<br />
14.7 Suggestions for further research<br />
<strong>The</strong> conclusions <strong>of</strong> this study are a basis for further research. Four suggestions for further<br />
research are discussed.<br />
• This study claims the role <strong>of</strong> cluster manager is an important potential competence for<br />
port authorities. However, the role <strong>of</strong> port authorities as cluster managers is little<br />
understood. Differences between a cluster manager and a landlord could be explored<br />
further. <strong>The</strong> theoretical basis provided in this study also allows for an analysis <strong>of</strong><br />
organizational and institutional transformations <strong>of</strong> port authorities.<br />
• Second, leader firms can improve the quality <strong>of</strong> the governance <strong>of</strong> clusters (and the<br />
collective action regimes) substantially. Examples <strong>of</strong> leader firm behavior were found in<br />
all three cases. It can be argued that the potential benefits <strong>of</strong> leader firm involvement<br />
are especially large in ports in developing countries, because <strong>of</strong> the skills and<br />
knowledge leader firms can transfer. Thus, the role <strong>of</strong> (internationally operating) leader<br />
firms in port clusters in developing countries is an interesting and relevant research<br />
theme.