Proceedings of the 12th European Conference on Knowledge ...

Dan Săvescu, Mihaela-Georgia Sima and Simona-Clara Bârsan
Space for achieving common
experiences
Companies (in cooperation with
individuals from all o<strong>the</strong>r
organisations)
Space for application
Companies, research units
Regional administration
Space for testing new knowledge
Companies, research units,
Universities
Regional
administration
Space for dialogue
Companies,
universities, local and regional
administration
Space for systematization and
analysis <strong>of</strong> accumulated
knowledge
Universities, research units,
practitioners from companies
Figure 6: Participation <strong>of</strong> different organisations to knowledge production within a cluster
Besides clusters, under globalisation conditions, one recognises <strong>the</strong> existence <strong>of</strong> some cooperation
forms beyond regional limits, <strong>the</strong> so-called centres or nodes. Through centres and nodes, one creates
interregional cooperation arrangements for, on one hand, completing <strong>the</strong> necessary elements to
achieve a competitive value chain <strong>of</strong> a particular industry and, on <strong>the</strong> o<strong>the</strong>r hand, for creating a critical
mass to trigger an increase based on innovation and knowledge creation. Nodes and centres creation
is derived from <strong>the</strong> idea proposed by Porter, but it is better adapted to <strong>the</strong> current needs <strong>of</strong> <strong>the</strong> global
markets, particularly in terms <strong>of</strong> recognising <strong>the</strong> increased possibilities <strong>of</strong> distance cooperation,
through communication networks and by reducing <strong>the</strong> barriers <strong>of</strong> circulation for goods and people.
The companies realise clearer and clearer that a geographical proximity is not necessary for
achieving a certain production stage. The competitiveness barriers related to big distances and
international transactions have almost disappeared following <strong>the</strong> technology and logistics evolutions,
so as it becomes easier and easier <strong>the</strong> reallocation <strong>of</strong> some operations such as production and
research-development towards countries with good expertise and lower costs. More and more <strong>of</strong>ten,
<strong>the</strong> elements <strong>of</strong> new models development, production and distribution are separately realised, beyond
<strong>the</strong> frontiers <strong>of</strong> historical clusters.
The geographic clusters seem to fall apart, while <strong>the</strong> functioning model remains intact, a large number
<strong>of</strong> organisations <strong>of</strong> different factions having to cooperate, but no longer linked to a geographical
proximity.
In this context, <strong>the</strong> primary concern for regional development is to ensure a sufficient attractiveness
for maintaining, developing and implanting in <strong>the</strong> region some companies that provide good value for
<strong>the</strong> knowledge and local workforce. Companies are attracted by two potential benefits related to this
factor: cheaper labour and / or highly trained work force and <strong>the</strong>refore, with more knowledge. As
regional development essentially involves an increase in population living standards, <strong>the</strong> main strands
<strong>of</strong> regional or local administration are, on one hand, to ensure in <strong>the</strong> region an important flow <strong>of</strong>
qualified manpower in <strong>the</strong> respective interest field and, on <strong>the</strong> o<strong>the</strong>r hand, to create a better
infrastructure to allow intra-and interregional cooperation.
3.2.1 ETREC Cluster
The numerous changes occurred in <strong>the</strong> Brasov economy map as a result <strong>of</strong> <strong>the</strong> vast globalization
process currently underway, have led to <strong>the</strong> rupture <strong>of</strong> most business relationships existing in <strong>the</strong>
past, fact that has been very negatively perceived by all <strong>the</strong> economic actors present on <strong>the</strong> market.
The appearance <strong>of</strong> many SMEs in sectors traditionally occupied by corporations has given <strong>the</strong>
necessary flexibility and adaptability <strong>of</strong> those sectors but, at <strong>the</strong> same time, one has remarked that <strong>the</strong>
investments that SMEs can do to continue modernizing and adapting to <strong>the</strong> new market requirements
are insufficient and moreover, targeted depending on <strong>the</strong> timing requirements.
Under those circumstances, it was necessary to coordinate activities in <strong>the</strong> industrial sector within a
well-chosen strategy that set realistic goals for all competitors according to <strong>the</strong> available resources or
those that can be attracted from <strong>the</strong> market.
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