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

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Chapter 7 – Analyzing the <strong>Performance</strong> <strong>of</strong> <strong>Seaport</strong> <strong>Clusters</strong> 77<br />

2. Questions to find out the opinion <strong>of</strong> the respondents with regard to a number <strong>of</strong><br />

propositions, derived from the theoretical framework. <strong>The</strong> experts are asked to indicate<br />

whether or not they agree with the propositions. In some cases the propositions are<br />

relatively obvious 53 . <strong>The</strong>se propositions were added for the sake <strong>of</strong> completeness - all<br />

the variables <strong>of</strong> the framework are tested this way - and because what is obvious for<br />

certain academics might not be obvious for industry pr<strong>of</strong>essionals. When possible,<br />

alternative propositions were tested (as suggested by Yin, 1994).<br />

3. Questions to assess the relative importance <strong>of</strong> the various variables <strong>of</strong> cluster<br />

performance. Apart from the validity <strong>of</strong> a variable, the survey questions address the<br />

issue <strong>of</strong> the importance <strong>of</strong> a variable, compared to other variables.<br />

4. Questions to compare the strengths and weaknesses <strong>of</strong> the case study port with<br />

competing port clusters. <strong>The</strong>se results can be compared with reports and studies to<br />

cross check for consistency and to assess the quality <strong>of</strong> governance, compared to<br />

competing ports. This provides a basis for analyzing which governance arrangements<br />

are effective.<br />

<strong>The</strong> survey results are used to identify expert opinions in a port cluster. We test whether<br />

expert opinions differ between the port clusters or are the same across the three cases 54 . In<br />

the latter case, expert opinions do not depend on the local context and can be expected to<br />

be the same in all (port) clusters 55 .<br />

A division <strong>of</strong> experts can be made between experts with over 20 years <strong>of</strong> experience in the<br />

port industry and experts with less experience, and experts working for small organizations<br />

53 An example is the proposition: ‘A culture <strong>of</strong> trust increases the quality <strong>of</strong> the governance<br />

because it lowers transaction costs and enables co-operation’.<br />

54 Comparing cases should be done with precaution: cultural differences (instead <strong>of</strong> ‘real’<br />

differences) might explain different responses. We claim this cultural ‘distortion’ is <strong>of</strong> minor<br />

importance, given the international nature <strong>of</strong> the port industry and the fact that all three cases<br />

are ‘western’.<br />

55 Yin (1994) objects against adding surveys from different cases, because it implies a study is a<br />

survey instead <strong>of</strong> a case study, is acknowledged. However, adding the surveys <strong>of</strong>fers an<br />

opportunity to test whether it is plausible that hypotheses hold for (port) clusters in general.

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