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Chapter 6 – Cluster Governance 65 Figure 11: The role of various coordination mechanisms in a regime A collective action regime: a mix of modes of coordination Markets Hierarchies Alliances Associations Public-private bodies Public bodies No role in regimes, not capable of ‘coordination beyond price’. Develop spontaneously and are in general efficient. Specific group, leader firms, contribute to collective action regimes. Can develop spontaneously if a relatively small number of firms benefit from collective action and these benefits can be clearly defined and measured. Develop when community argument is valid. Substantial contribution to collective action regime. Efficiency depends on voice. Development depends on trust. Substantial contribution to collective action regime. Efficiency depends on monitoring. Potentially substantial contribution to collective action regime. Efficiency depends on monitoring, public management. 6.5.3 The quality of a collective action regime We identify five (cluster specific) variables of the quality of a regime. First, the presence of an infrastructure for collective action adds to the quality of a regime, because such an infrastructure provides opportunities to solve CAP’s. The infrastructure for collective action consists of three kinds of organizations: associations, public-private organizations and public organizations. Associations are well equipped to solve CAP’s since they act in the interest of all their members. Public organizations can contribute to solve CAP’s because they aim to generate collective benefits and public-private partnerships also can help overcoming CAP’s 45 . Associations and public-private organizations do not develop automatically, but when they exist, they provide a fertile ground for solving CAP’s. 45 Public-private organizations and public organizations can be regarded as elements of the infrastructure for collective action (of a cluster) if they are established to generate cluster specific collective benefits.
66 The Performance of Seaport Clusters Second, the role of public organizations in a regime influences the efficiency of a regime. Public organizations can play a role in solving CAP’s, but unlike private institutions they are not primarily driven by economic incentives. Public organizations can be ‘prospective partners’ capable and willing to contribute to solving CAP’s but can also be organizations with a very modest involvement in solutions to CAP’s. Third, voice (see Hirschmann, 1970) of firms is important because associations, public and public-private organizations do not adapt automatically. They face only limited ‘selection pressure’ and as a consequence, adaptation is more likely when firms use their voice. Since adaptations improve the quality of a regime 46 , voice adds to the quality of a regime. Fourth, the validity of a community argument adds to the quality of a governance regime (Bennet, 1998), since a higher willingness to invest in the ‘community’ enables better solutions for CAP‘s. Fifth, the role of leader firms increases the quality of the regime, because leader firms have incentives and resources to invest in CAP’s. 6.6 Can trust, leader firms, intermediaries and CAR’s have negative effects on performance? In the preceding four paragraphs the four variables of cluster governance were discussed. The influence of all four is positive: more trust, more intermediaries, and more leader firm behavior improve the quality of the governance of the cluster. The same applies to the quality of the regimes: more infrastructure for collective action, more leader firms behavior, more involvement of public actors, more sense of community and more voice lead to better collective action regimes. This leads to the following question: is the influence of these variables always positive? Could there not be a moment where ‘more’ actually reduces performance. The principle of 46 Campbell et al note with regard to changing a regime: ‘Actors eventually select a new governance regime as streams of action intermingle in complex ways. Trial and error learning as the result of spontaneous interaction may predominate in some instances (…). In this sense, selection is very much a process of muddling through. In other cases, deliberate coordination among organizations will take the place of, or supplement, trial and error’ (Campbell et al 1991, p. 331). This illustrates that adaptation of regimes is far from spontaneous.
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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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Chapter 2 - Clusters as Unit of Ana
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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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14 CONCLUSIONS ON SEAPORT CLUSTERS
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Chapter 14 - Conclusions on Seaport
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214 • Waste processing and recycl
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232 Industry experts The Performanc
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234 Agglomeration economies 10. Ind
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236 Cluster barriers Entry barriers
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238 Solving collective action probl
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240 The weight of the variables of
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Appendix 2: Cluster Experts in the
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Appendix 2: Cluster Experts in the
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English Summary 249 The Performance
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English Summary 251 The third schoo
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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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