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

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English Summary 255 Internal competition The presence of internal competition (competition between firms located in the port cluster) contributes to the performance of the port cluster, because it lowers switching costs (which prevents monopoly pricing), it leads to specialization of firms in the cluster, and it leads to innovation. The fierceness of internal competition is moderate in cargo handling and port services such as pilotage and towage. Only in the LMPC internal competition is fierce, for handling breakbulk and dry bulk. This is partly explained by the competition between port authorities in the LMPC. Cluster barriers The presence of barriers to entry or barriers to exit limit the performance of port clusters. The most relevant entry barrier is the inaccessibility of knowledge and networks. The unavailability of ‘local capital’ is an entry barrier in Durban and the LMPC, but not in Rotterdam. The only exit barrier is unrecoverable ‘port specific investments’. This finding suggests a strategy to ‘tie’ firms to the cluster does not contribute to performance; rather, exit barriers should be reduced, for instance by leasing assets to firms in the port cluster. Heterogeneity of the cluster Heterogeneity contributes to performance, because it creates opportunities for innovation and cooperation. Furthermore, it reduces vulnerability for external shocks. A diverse mix of local firms, foreign owned firms and cluster based multinationals (diversity of international scope) and a diverse mix of economic activities are important in this respect. The LMPC is less diverse than Rotterdam and Durban. Trust Trust in the cluster contributes to performance. It is the most important ‘governance variable’. Both the LMPC and Rotterdam are not high trust clusters, compared to their competitors. The level of trust in the port cluster in Durban is higher than in Richard’s Bay.
256 Intermediaries The Performance of Seaport Clusters The presence of intermediaries contributes to the performance of the port cluster, but is relatively unimportant compared to the other governance variables. The forwarder is regarded as the most important intermediary. Rotterdam is endowed with a large number of intermediaries. In the LMPC and Durban, intermediaries are not well represented. Leader firms Leader firms are firms with both the ability and the incentive to make investments with benefits for other firms in the cluster. Leader firms generally have a good market position, an international scope and innovative capabilities. The presence of such firms in a cluster contributes to its performance. Rotterdam is endowed with relatively many leader firms, but the same is true for Antwerp and Hamburg. Durban has more leader firms than Richard’s Bay, the LMPC lags behind Houston in this respect. Collective action regimes Collective action regimes are required when the problem of collective action leads to underinvestment in projects with collective benefits, because individual firms ‘free ride’. This problem is relevant for investments in training and education, marketing, innovation, and hinterland access. All these regimes are important for the performance of port clusters. The following conclusions with regard to the quality of these regimes can be drawn: • The hinterland access regime in Rotterdam is better than this regime in the LMPC and Durban. This is explained by the involvement of public organizations (especially the port authority) and leader firms in this regime. • The marketing and promotion regime in Durban is not effective, both governments and private firms are not willing to contribute to the quality of the regime. In the LMPC, this regime depends largely on public actors, whereas in Rotterdam a good public-private arrangement has been created. • The training and education regime is especially bad in the LMPC, leader firm involvement is lacking in this cluster. The regime is good in Rotterdam, because of the role of leader firms and the effective organizational infrastructure.
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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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178 Table 74: Number of experts tha
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182 The evolution in market shares
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188 Table 85: Concentration pattern
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13 CONCLUSIONS FOR ANALYZING CLUSTE
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Chapter 13 - Conclusions for Analyz
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14 CONCLUSIONS ON SEAPORT CLUSTERS
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Chapter 14 - Conclusions on Seaport
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Page 223 and 224: 210 The Performance of Seaport Clus
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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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Page 284: Curriculum Vitae 271 Curriculum vit
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