Clusters are individuals - VDI/VDE-IT

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2.2.4 REGIONAL CONCENTRATION OF CLUSTERS According to the definition of Michael E. Porter “clusters are geographic concentrations of interconnected companies and institutions in a particular field”. 14 The closer these players are located to each other, the more likely is not only interaction between them, but also the chance of mutual trust building between them is much higher. Modern ways of communication, particularly structured by the internet, have made communication much easier, but nothing beats face-to-face interaction when it comes to develop and implement projects, in particular if problems have to be solved. Personal interaction matters in this regard, as it contributes to the building of trust between project partners, which is a mandatory resource for successful projects. It was therefore analyzed how dense the regional concentration of a cluster is. Figure 6 displays for each country the percentage of cluster members located within a distance of 150 kilometers from the office of the cluster management organization. This distance can be easily covered by car or train in a short period of time, which facilitates personal interactions through frequent meetings of the cluster stakeholders. All clusters that were benchmarked show a high regional density with a median value of at least 75 per cent. The conditions for successful work in terms of the spatial proximity of the cluster management organization to the members of the cluster are in these cases favorable. GERMANY 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% SWEDEN 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% NORWAY 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% FINLAND 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% DENMARK 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ICELAND 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% POLAND 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Figure 6: Regional concentration of clusters 14 Michael E. Porter, 1998: Clusters and the New Economics of Competition, in: Harvard Business Review, November/December 1998, p. 78 21
2.2.5 FINANCING OF CLUSTER MANAGEMENT ORGANIZATIONS Many cluster management organizations depend on public funding to finance staff and other resources, such as office space and equipment (see Figure 7). Sources of public funding can be project-based grant funding or institutional funding, e.g. through the secondment of public servants to the cluster management office or the provision of office space. The sources and the share of public funding depend very much on the clusters and their individual environments as well on the public funding programs that support them (if there is one). Cluster management organizations can be funded from different regional, national and European funding programs. The small share of public funding in Polish cluster management organizations (median value compared to other countries) is due to the fact that many of the clusters originate from groups of companies that have not made use of public funding programs (yet) because they are not eligible (e.g. they do not have a legally institutionalized cluster management organization which is a typical eligibility criterion for funding). GERMANY 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% SWEDEN 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% NORWAY 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% FINLAND 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% DENMARK 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ICELAND 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% POLAND 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Figure 7: Share of public funds in total budget of cluster management organizations 22
Page 1 and 2: CLUSTERS ARE INDIVIDUALS NGP NGP Cl
Page 3 and 4: CLUSTERS ARE INDIVIDUALS CREATING E
Page 5 and 6: TABLE OF CONTENTS EXECUTIVE SUMMARY
Page 7 and 8: INDEX OF TABLES Table 1: Benchmarki
Page 9 and 10: EXECUTIVE SUMMARY In economic and i
Page 11 and 12: 1. INTRODUCTION In economic and inn
Page 13 and 14: There is an emerging consensus that
Page 15 and 16: DIMENSIONS INDICATORS Age of the cl
Page 17 and 18: 2. RESULTS OF THE BENCHMARKING OF C
Page 19 and 20: 2.2 CHARACTERISTICS OF CLUSTER MANA
Page 21: these clusters since the establishm
Page 25 and 26: Age Share of clusters having initia
Page 27 and 28: Share of clusters with high appeara
Page 29 and 30: 2.3.4 THE CHARACTERISTICS OF A CLUS
Page 31 and 32: Against the backdrop of the other k
Page 33 and 34: 3. RESULTS OF THE BENCHMARKING OF C
Page 35 and 36: 3.2 CHARACTERISTICS OF CLUSTER PR0G
Page 37 and 38: NAME OF THE PROGRAM ESTABLISHMENT O
Page 39 and 40: Cluster Offensive Bayern No Yes No
Page 41 and 42: and regular meetings between progra
Page 43 and 44: REGIONAL CLUSTER PROGRAM OSKE - CEN
Page 45 and 46: 3.3 KEY FINDINGS The benchmarking o
Page 47 and 48: ment through Competence Networks Ge
Page 49 and 50: 3.3.4 INTERNATIONALIZATION OF CLUST
Page 51 and 52: Programs that attach high relevance
Page 53 and 54: The rationale behind a more active,
Page 55 and 56: tool to support the further develop
Page 57 and 58: implementation) the following princ
Page 59 and 60: 4. POLICY RECOMMENDATIONS Clusters
Page 61 and 62: THE AUTHORS THOMAS LÄMMER-GAMP is
Page 63 and 64: 1. INTRODUCTION The benchmarking of
Page 65 and 66: 2.1.1.3 Term of the Program, Financ
Page 67 and 68: INDICATORS Output Results Impact
Page 69 and 70: 2.2.1.3 Term of the Program, Financ
Page 71 and 72: 2.2.2 ZENTRALES INNOVATIONSPROGRAMM
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2.2.2.4 Instruments ZIM-NEMO provid
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2.2.3 CLUSTER OFFENSIVE BAYERN (BAV
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2.2.3.4 Instruments The key element
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With R&D programs 4 3 2 1 0 With bu
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Coordination of activities through
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2.3 NORWAY 2.3.1 NORWEGIAN CENTRES
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2.3.1.3 Term of the Program, Financ
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2.3.1.6 Monitoring and evaluation s
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Norway (SIVA) and the Research Coun
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2.3.2.4 Instruments Support for the
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How important is the cluster progra
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2.4.1.6 Monitoring and evaluation s
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2.4.2 REGIONALT KLUSTERPROGRAM (REG
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manner. Companies that were partner
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2.5 FINLAND 2.5.1 THE CENTRE OF EXP
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Competence Cluster Centre of Expert
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environments in order to lure inter
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The coordination of the program wit
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organizations. Technology, service
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2.6.1.4 Instruments The program pro
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The program provides grant funding
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2.7 POLAND 2.7.1 POLISH CLUSTER SUP
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Name of the program Operational Pro
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2.8 FRANCE 2.8.1 GRAPPE D’ENTREPR
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How important is the cluster progra
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CO-SPONSORS:
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