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

Chapter 5 – Cluster Structure 49
variety in a cluster. First, diversity of capabilities enhances the opportunities for cooperation
in the cluster. A diverse cluster is a ‘fertile’ environment for new alliances. In a relatively
homogeneous cluster, firms are more likely to develop alliances with actors outside the
cluster and such external linkages do not (or to a lesser extent) generate positive effects for
firms in the cluster.
Second, clusters with a diverse population are less vulnerable for external shocks. Changes
(technological, managerial, or social) affect some firms negatively, while others benefit from
changes. Such winners do not necessarily have superior strategies and capabilities, but can
also incidentally be well positioned to react to changes. The likeliness of the presence of
‘winners’ is larger in a diverse cluster. This argument for the positive effect of variety on
performance is termed ‘Fisher’s Principle’ by (some) evolutionary economists (see Metcalfe,
1994, p. 64).
A third argument for the positive effect of variety on performance is that diversity enhances
opportunities for innovation. Diversity is an important source of ‘Schumpeterian new
combinations’ (Nelson, 1994). More diversity leads to a more diverse information and
knowledge base, which promotes innovation.
Even though the importance of diversity is widely shared, the issue of measuring diversity
and its effects on performance has hardly been addressed. With regard to clusters, studies
of the importance of heterogeneity are lacking:
As research on industrial districts enters a more mature phase, exploring the
internal heterogeneity further seems a critical next step (Rabellotti and Schmitz,
1999, p. 106).
5.4.2 Dimensions of firm heterogeneity
Firm heterogeneity can be measured on a large number of dimensions. Three relatively
unambiguous firm dimensions that can in be analyzed relatively easy are ‘economic activity’
‘size’ and ‘international scope’.
The presence of firms engaging in different activities makes a cluster less vulnerable for
external shocks, and provides a fertile environment for ‘new combinations’ and cooperation.
The three arguments discussed above also apply to diversity of size. Large and small firms
are in general complementary. Small firms are more flexible and co-operate relatively