The Cluster Initiative Greenbook

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Setting The environments where CIs occur vary considerably, but there are some strong recurring themes. Agree Disagree Policy to promote science and innovation 76% Gov't policy is stable and predictable Industrial policy focus on regional/local levels Important decision makers at regional/local levels Gov't has initiated parallel Cis Forming CIs is considered helpful industry policy Companies trust gov't initiatives High trust in business relationships 58% 58% 73% 72% 80% 58% 39% Figure 23 Cluster initiative setting Dark green represents “Agree completely” and lighter greens lower levels of agreement. Dark red represents “Disagree completely” and lighter reds lower levels of disagreement. (See Figure 19.) The answer “Neither agree nor disagree” is not represented in the graph. Source: GCIS 2003 National policy often has a science and innovation promotion component. Not everyone agrees though, that policy is stable and predictable, and there are also various degrees of decentralisation. In some countries industrial policy focuses more on the national level than on the regional or local level. This variation in decentralisation is also reflected in how important local government decision-makers are considered to be. In many countries, cluster initiatives are an established and respected part of the industrial policy and often groups of CIs are launched in parallel. The cultural setting also varies. Particularly interesting are aspects associated with social capital and trust. The trust companies have in government initiatives varies considerably from country to country. (See Figure 23.) Setting Objectives Process Performance The cluster served Although this survey covered cluster initiatives, each such initiative is aimed at a cluster or, in rare cases, several clusters. The survey shows that cluster initiatives are primarily set up in comparatively strong clusters. The clusters served by the cluster initiatives are typically considered to be more Agree Disagree One of region's more important clusters 88% One of nation's more important clusters Int'ly competitive cluster Int'ly competitive buyers and suppliers Many companies in cluster 65% 66% 65% 64% Intense competition within cluster 43% Thight buyer-supplier networks Cluster has long history Cartel-like cooperation 35% 33% 9% Figure 24 Characteristics of the cluster served by the cluster initiative Source: GCIS 2003 The Cluster Initiative Greenbook • 35
important clusters within the region and within the nation. They are internationally competitive and are made up of a great number of companies, and have a number of internationally competitive suppliers and buyers. Both older, well-established and younger clusters are represented in the survey. A few clusters display cooperation of a type that could be described as cartel-like. This is not associated with strong, dynamic clusters (see Figure 24). Research and networking Cluster expansion Figure 25 The Cluster Initiative Target Board Illustrates six segments of related objectives. The more frequent an objective is, the closer it is to the centre. Objectives inside the centre and middle rings are performed by 75% and 50% of the CIs respectively. Subsidy lobbying Regulation lobbying Policy action Infrastructure lobbying Publish reports Study cluster Commercial cooperation Company networks People networks Infrastructure projects Export promotion Business assistance Market intelligence Purchase coordination Cluster awareness Reduce competition Incubator services FDI incentives Spin-offs Region branding Attract firms Technical standards Company growth 75% 50% 0% Technical trends Facilitate innovativeness New technology Technical training Management training Production processes Technology diffusion Education and training Innovation and technology Objectives Setting Objectives Process Performance The objectives of cluster initiatives vary greatly. Some have the limited scope of providing some commercial cooperation for the members, such as joint purchasing or export promotion, while others have ambitious goals including improving the innovativeness of the cluster. With the help of the survey, one can classify these objectives by grouping objectives together that are logically similar and statistically correlated, i.e. a CI that performs one also tends to perform the others. This gives six segments of objectives, which are illustrated in the Cluster Initiative Target Board (see Figure 25). Agree Disagree Establish networks among firms Foster networks among people 96% 96% Figure 26 CI objectives: Research and networking Source: GCIS 2003 Make companies aware of their cluster Study and analyse the cluster Produce report about cluster 81% 56% 36% One segment contains objectives related to building networks and researching the cluster. General network building, both among companies and among individuals, is the most 36 • The Cluster Initiative Greenbook
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Nauwelaers, C. (2003). Innovative H
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About the authors Örjan Sölvell
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The Cluster Initiative Greenbook

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