Clusters are individuals - VDI/VDE-IT

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Share of clusters with high clarity of tasks & roles Share of highly specialised clusters 150,0 125,0 Percentage of median value (%) 100,0 75,0 50,0 25,0 0,0 Share of clusters having a dedicated og legal form is not any longer the main initiator of activities. The larger and older a cluster is, the lesser its governance structure is centralized and collaboration between the cluster members can be described as decentralized. In such an environment institutions become more and more relevant as they provide orientation for the cluster members. The successful performance of the cluster management organization in terms of its impact on members depends in a decentralized governance environment eventually on the existence of widely accepted institutionalized roles and responsibilities. Share of clusters with highly centralised governance structure Less than 50 members More than 50 members Younger than 5 years 5 years or older Another interesting pattern is that the smaller clusters are, the more they are specializing in a particular field (see Figure 13). It seems that clusters tend to be less specialized the larger they are. In larger clusters more players are involved with a more diversified set of interests and options for collaboration. This translates into a more diversified development of the technology portfolio of the cluster and – as a result – into a lesser degree of specialization in a particular field. The finding that size and institutionalization have an important effect on the development of SME is confirmed by a further analysis of structural characteristics of clusters. Figure 13: Effect of age and size on the institutionalization of a cluster Assuming that clusters that are governed by a cluster management organization mature over time, it is not surprising that they become more and more institutionalized as they learn like any other organization that a certain set of rules is a necessary requirement for success. The process of institutionalization becomes even more relevant the larger and more heterogeneous a cluster is in terms of membership. A clear and binding set of rules and institutions is important for building and maintaining trust in large and heterogeneous groups. The larger and more heterogeneous a group is, the more it tends to be anonymous and thus the more it is prone to misconduct. Institutionalization of rules and processes counterbalances this effect and thus contributes to a culture of trust in a cluster which facilitates collaboration between its members. As business and R&D activities in a cluster require trustfully relationships between the partners, it is not surprising that old and large institutionalized clusters show a higher impact for example on business and R&D activities of SME than small and young cluster do. The increased institutionalization of rules and processes also affects the governance structure. While in young and small clusters with a less-developed institutional structure the cluster management organization apparently acts as the hub of the cluster and the main initiator of activities in a centralized governance structure, the cluster management organization in a large and older cluster still has a significant influence, but Figure 14 shows that clusters that have a high impact on business activities of SME are larger in terms of numbers of members, have more often a legal form (respectively the cluster management organization) and have more often a clear assignment of tasks and responsibilities of their actors compared to the median value of all analyzed clusters. They also show a higher industrial orientation and higher regional concentration of its members. Figure 14: Characteristics of clusters with a high impact on business activities of SME Share of clusters having a strategy Share of clusters with highly assured financing Private financing rate 75 50 25 0 Age Share of clusters with highly clarity of tasks & roles Share of clusters with highly centralised governance structure 150 Share of highly Percentage of specialised clusters 125 median value (%) 100 Median value High impact on SME business development Numbers of members Share of cluster members within 150 km Share of clusters having a dedicated of legal form Share of clusters with a high Industrial orientation 27
2.3.4 THE CHARACTERISTICS OF A CLUSTER DEPEND ON THE TECHNOLOGY FIELD IT IS OPERATING IN The characteristics of a cluster depend very much on the technology field it is operating in. Figure 15 displays structural characteristics of clusters from six different technology fields. The different structural characteristics reflect the characteristics of their industry sectors or technology fields. For example, biotechnology clusters are less oriented towards industries as still today biotechnology is very much driven by research institutions and universities. Other examples for specific industry characteristics are the industry sectors of energy and environment as well as micro, nano and optic. Clusters in these industries are not highly specialized as they work on technologies that can also be applied in various other industries. Impact on internationalisation activities of SME Impact on business activities of SME Private financing rate 150,0 125,0 100,0 75,0 50,0 25,0 0,0 Biotechnology & health Production & processes Energy and enviroment Percentage of median value (%) Share of clusters having initiated many successful co-operations Impact on R&D activities of SME Age Service and non-technical innovations ICT Share of clusters with highly clarity of tasks & roles 175,0 150,0 125,0 100,0 75,0 Percentage of median value (%) Share of highly specialised clusters Figure 16: Impact and private funding of clusters in different technology areas Micro & Nano & Optic Share of clusters with highly centralised governance structure 50,0 25,0 0,0 Numbers of members These findings demonstrate that the industry or technology field in which a cluster operates in has an important effect both on the structural characteristics of a cluster and the performance of a cluster management organization. This is an important conclusion for the development of future cluster programs. In order to support clusters according to their specific needs cluster programs have to take the specific technology foci of clusters into account. Figure 15: Structural characteristics of clusters in different technology fields Share of clusters with a high Industrial orientation Biotechnology & health Production & processes Energy and enviroment Service and non-technical innovations ICT Micro & Nano & Optic There are also huge differences between clusters in different technology areas when it comes to the impact of the work of the cluster management organization and the share of private funding of the cluster management organization (see Figure 16). 2.3.5 CLUSTERS WITH A HIGH IMPACT ON BUSINESS ACTIVITIES OF SME FEATURE AN ACTIVE CLUSTER MANAGEMENT A cluster management organization can influence the development of a cluster through the provision of targeted services for its members (see Box 2 for an overview of services). The analysis of the benchmarking results has demonstrated that the more active a cluster management is in this regard, the higher its impact on the development of business activities of cluster members is. This was in detail analyzed for SME members by calculating a composite indicator for business-oriented services provided by the cluster management organization that was put in relation with the impact of the work of the cluster management organization on business activities of SME. Figure 17 displays a correlation between the spectrum and intensity (in terms of frequency) of business-oriented services and the impact of the work of the cluster management organization on business activities of SME. The more services are provided (see e.g. the median value), the higher the impact on business activities of SME is. 28
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 and 22: these clusters since the establishm
Page 23 and 24: 2.2.5 FINANCING OF CLUSTER MANAGEME
Page 25 and 26: Age Share of clusters having initia
Page 27: Share of clusters with high appeara
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
Page 73 and 74: 2.2.2.4 Instruments ZIM-NEMO provid
Page 75 and 76: 2.2.3 CLUSTER OFFENSIVE BAYERN (BAV
Page 77 and 78: 2.2.3.4 Instruments The key element
Page 79 and 80:
With R&D programs 4 3 2 1 0 With bu
Page 81 and 82:
Coordination of activities through
Page 83 and 84:
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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