Download - Cluster basics: Cluster Initiatives Around the World: Preliminary Findings from Greenbook II
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Cluster Initiatives Around the World:Preliminary Findings from Greenbook II
Christian KetelsGöran Lindqvist
Örjan Sölvell
The 9th Annual TCI ConferenceLyon
13 October 2006
Center for Strategy andCompetitiveness – CSC
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Cluster initiatives
A cluster initiative is an organized collaboration
between companies and government and/or academia
in order to enhance the competitiveness of a cluster
CompaniesAcademia
Government
CI
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GCIS 2003 – The Cluster Initiative Greenbook
• Results from the 2003 survey (GCIS 2003)
• Available free of charge at:
www.cluster-research.org
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GCIS 2005/06:1400 CIs identified globally
149
10
30
26
34
30
1
199
2
284
25
4812
25
13926
310
Financed by:
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GCIS 2005/06:713 replies from 71 countries
Transition 76Transition 76
Slovenia 11Estonia 7Lithuania 5FYR Macedonia 5
Also: Albania, Armenia, Bulgaria, Bosnia and Herzegovina, Czech Republic, Georgia, Croatia, Hungary, Latvia, Poland, Russia, Serbia and Montenegro and transnational
Slovenia 11Estonia 7Lithuania 5FYR Macedonia 5
Also: Albania, Armenia, Bulgaria, Bosnia and Herzegovina, Czech Republic, Georgia, Croatia, Hungary, Latvia, Poland, Russia, Serbia and Montenegro and transnational
Note: Number of complete or partial replies
Developing 100Developing 100 Advanced 536Advanced 536
Germany 49USA 44Sweden 41UK 32Canada 31New Zealand 31Australia 20Austria 19Japan 17Spain 16Norway 14Finland 10Also: Argentina, Belgium, Switzerland, Cyprus, Denmark, France, Greece, Ireland, Iceland, Israel, Italy, Luxemburg, Netherlands, Portugal, Taiwan, and transnational.
Germany 49USA 44Sweden 41UK 32Canada 31New Zealand 31Australia 20Austria 19Japan 17Spain 16Norway 14Finland 10Also: Argentina, Belgium, Switzerland, Cyprus, Denmark, France, Greece, Ireland, Iceland, Israel, Italy, Luxemburg, Netherlands, Portugal, Taiwan, and transnational.
India 10South Africa 7Iran 5Nicaragua 5
Also: Afghanistan, Bangladesh, Bolivia, Brazil, Chile, China, Colombia, Dominican Republic, Ecuador, Egypt, Gabon, Grenada, Indonesia, Jamaica, Lebanon, Mexico, Mongolia, Mauritius, Pakistan, El Salvador, Turkey, Uganda, Venezuela, Vietnam, and transnational.
India 10South Africa 7Iran 5Nicaragua 5
Also: Afghanistan, Bangladesh, Bolivia, Brazil, Chile, China, Colombia, Dominican Republic, Ecuador, Egypt, Gabon, Grenada, Indonesia, Jamaica, Lebanon, Mexico, Mongolia, Mauritius, Pakistan, El Salvador, Turkey, Uganda, Venezuela, Vietnam, and transnational.
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New findings: advanced economies
(Analysis done by Göran Lindqvist as part of his PhD thesis)
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Topics
• What drives CI performance?– Context: Policy, Cluster, Trust– Objectives: Activities– Process: Initiation, Funding, Resources, Evaluation
• Are there systematic differences across groups of countries?– Regions– Economic policy philosophies
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Dimensions of CI Performance
Activities
Organization
Cluster
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Impact of Context: Policy
• Supportive policy environment positively related to performance: Policy matters!
• Organization: Strong effect of cluster policies and intense competitiveness debate
• Activities: Strongest positive effect on strengthening innovation and business environment upgrading
• Cluster: Strong effect of cluster policies and intense competitiveness debate
• Findings from Greenbook I confirmed
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Impact of Context: Cluster
• Cluster growth is strongly correlated with all dimensions of CI performance, more so than cluster size
• Activities: Success in commercialization of academic research related to
– Innovative capacity– Global reach– NOT local focus
• Findings from Greenbook I modified
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Impact of Context: Trust
• Trust is a critical determinant for CI performance in terms of ‘organization’, ‘cluster’, and activities related to innovation
– Trust of firms in other firms and government in firms have the broadest effect
– Success in strengthening the cluster most strongly affected by firm-firm trust
• Findings from Greenbook I confirmed
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Impact of Objectives: Activities
• High number of activities (breadth) is positively correlated with all dimensions of CI performance
• No dominant effect of single activities, although some more frequent than others
• Findings from Greenbook I confirmed
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Seven groups of activities
Value chain• Joint purchasing• Joint logistics• Joint production• Supply-chain
development
Process/HR• Technical training• Management training• Technical standards• Education system• Production processes
Bus. environment• Regulations and policy• Infrastructure
investment
Firm formation• Incubator services• Spin-off promotion• Business services
Joint R&D• Joint R&D projects
Intelligence• Market intelligence• Technical trends
Joint marketing• Joint product branding• Joint region branding• Joint foreign market
promotion
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Impact of Process: Initiation
• Nature of initiator (government versus private sector) has no significant impact on performance
– Government initiated efforts somewhat more successful (active?) in increasing innovation
• Some negative impact if initiator made all initial decisions, i.e. participants, objectives, activities
• Findings from Greenbook I confirmed
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Impact of Process: Funding
• Source of financing has generally no significant impact on CI performance
– Higher company funding, especially from services sold, improves organizational performance
– Government funding good to acquire additional government funds
– National government funding more related to innovation, regional government funding more related to cluster organizations
• Source of private sector funding is increasing over time in ‘surviving’ CIs
• Findings from Greenbook I confirmed
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Funding patterns over time
0
10
20
30
40
50
60
70
80
90
100
0 2 4 6 8 10 12
Age, years
Other
Support from international donors
Support from academic institutions
Support from organizations forcollaborationSupport from local/regionalgovernmentSupport from national government
Sales of services
Fees from firms, for examplemembership fees
Note! Includes all respondents in all types of economies.
N=475 188 52 20
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Impact of Process: Resources
• Better equipped CIs perform better on organizational performance; weaker effects on other performance dimensions
• Cooperation with other CIs, especially in other regions, supports performance
– Effect particularly strong on business environment upgrading
• Strong membership and strong penetration of potential members positive for
– Participation of academic institutions particularly important for increasing innovation
• Findings from Greenbook I confirmed
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Impact of Process: Measurement
• Quantitative targets generally associated with higher performance, especially in activities and cluster upgrading
• Measuring outcomes is generally associated with higher performance, especially in the areas measured
• New issue
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Regional ”flavours”
Aus Aus & NZ& NZ
JapanJapan
N AmN AmN EurN Eur
W EurW EurS EurS Eur
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Government initiation
Aus NZAus NZ
N AmN Am
N N EurEur
W W EurEur
S S EurEur
JapanJapan 100% by government*, national 100% by government*, national
40% by government, mostly local/regional40% by government, mostly local/regional
50% by government, mostly local/regional50% by government, mostly local/regional
60% by government, mostly local/regional60% by government, mostly local/regional
* Could be an effect of single-source respondent search
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Activities
Aus NZAus NZ
N AmN Am
N N EurEur
W W EurEur
S S EurEur
JapanJapan High on joint R&D, joint production, subsidiesHigh on joint R&D, joint production, subsidiesLow on regional brandingLow on regional branding
High on product brandingHigh on product brandingVery low on joint R&D, technical intelligenceVery low on joint R&D, technical intelligence
High on infrastructure lobbyingHigh on infrastructure lobbyingLow on joint R&DLow on joint R&D
High on education development, regional brandingHigh on education development, regional brandingLow on market intelligenceLow on market intelligence
(No dominance of specific activities)(No dominance of specific activities)
High on market intelligence, technical intelligenceHigh on market intelligence, technical intelligenceLow on regional brandingLow on regional branding
Compared to the others:
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Policy models
• ‘Liberal market economies’
• More focused on export growth
• More CIs initiated by companies
• ‘Coordinated market economies’
• More focused on upgrading innovation
• More CI staff• More national cluster
policies• More trust across
groups• Stronger role of
government in CIs
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New findings:developing and
transition economies
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Topics
• Differences of CIs by stage of host country development
• Differences of CIs in developing/transition economies if foreign donors are involved
• Context: Policy, Cluster• CIs: Industry selection, Objectives,
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Policy environment:Stages of Development
1
7Ave
rage r
esp
onse
Dev. Trans. Adv.
1
7Ave
rage r
esp
onse
Dev. Trans. Adv.
Economic dev’tpolicy is driven by initiatives on
the national gov’t level, not local/regional
The national government has
a clear strategy for improving
competitiveness
Cluster policies are a core element in
economic development
policy
Competitive-ness is a key issue in the economic
policy debate
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Policy environment:Donor-funded projects
1
7Ave
rage r
esp
onse
Bus. Gov't Donor
1
7Ave
rage r
esp
onse
Bus. Gov't Donor
Economic dev’tpolicy is driven by initiatives on
the national gov’t level, not local/regional
The national government has
a clear strategy for improving
competitiveness
Cluster policies are a core element in
economic development
policy
Competitive-ness is a key issue in the economic
policy debate
Developing and transition economies.
Initiator:
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Policy environment:observations and issues
• There is a non-linear relationship from developing to transition to advanced
• High degree of centralization in developing and transition economies – what is the role of local government?
• Transition economies are more focused on macro economic issues – are micro economic policy overlooked?
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Social capital
1
7Ave
rage r
esp
onse
Dev. Trans. Adv.
1
7Ave
rage r
esp
onse
Dev. Trans. Adv.
Firm’s trust in other firms
Firm’s trust in government
Firm’s trust in academia
Government’s trust in firms
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Social capital
1
7Ave
rage r
esp
onse
Bus. Gov't Donor
1
7Ave
rage r
esp
onse
Bus. Gov't Donor
Developing and transition economies.
Firm’s trust in other firms
Firm’s trust in government
Firm’s trust in academia
Government’s trust in firms
Initiator:
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Cluster strength
1
7
Innova
tive
capaci
ty
Com
petitive
posi
tion
Rela
ted a
nd s
up-
port
ing indust
ries
Leve
ls o
fva
lue c
hain
Busi
ness
envi
ron't
Glo
bal
mark
et
reach
Gro
wth
Clu
ster
matu
rity
Eco
nom
icim
port
ance
Riv
alr
y
Avera
ge r
esp
on
se Dev. Trans. Adv.
1
7
Innova
tive
capaci
ty
Com
petitive
posi
tion
Rela
ted a
nd s
up-
port
ing indust
ries
Leve
ls o
fva
lue c
hain
Busi
ness
envi
ron't
Glo
bal
mark
et
reach
Gro
wth
Clu
ster
matu
rity
Eco
nom
icim
port
ance
Riv
alr
y
Avera
ge r
esp
on
se Dev. Trans. Adv.
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Cluster strength
1
7
Number of firms Levels ofvalue chain
Economicimportance
Ave
rage r
esp
onse
Bus. Gov't Donor
1
7
Number of firms Levels ofvalue chain
Economicimportance
Ave
rage r
esp
onse
Bus. Gov't Donor
Developing only.
Developing
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Cluster strength
1
7
Globalmarketreach
Innovativecapacity
Competitiveposition
Businessenviron't
Ave
rage r
esp
onse
Bus. Gov't Donor
1
7
Globalmarketreach
Innovativecapacity
Competitiveposition
Businessenviron't
Ave
rage r
esp
onse
Bus. Gov't Donor
Transition only.
Transition
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Cluster strength
1
7
Firms' trust infirms
Firms' trust ingov't
Firm's trust inacademia
Gov'ts trust infirms
Ave
rage r
esp
onse
Bus. Gov't Donor
1
7
Firms' trust infirms
Firms' trust ingov't
Firm's trust inacademia
Gov'ts trust infirms
Ave
rage r
esp
onse
Bus. Gov't Donor
Developing and transition.
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Cluster strength:observations and issues
• There is a general focus on export oriented clusters – are regional trade or local services overlooked?
• Donors end up with smaller and weaker clusters with less trust
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A simple industry grouping
TourismTourism
Aerospace; Biotechnology; Entertainment, media; Environment services; Finance; ICT; Medical equipment; Pharmaceuticals; Photonics; Printing and publishing; Transports and logistics
“High tech”,advanced services
Automotive; Chemicals; Forest products, paper; Metal manufacturing; Oil, petrochemical; Plastics; Power equipment
Capital intensivemanufacturing
Agriculture; Fishing; Furniture; Jewelry; Leather; Shoes; Textiles; Wine
Agriculture, food, basic
manufacturing
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Industry selection
65%
34%
65%
0%
20%
40%
60%
80%
100%
Argriculture,food, basic
manuf.
Capitalintensivemanuf.
"High tech",advancedservices
Tourism
Share
of re
spondents
Dev Trans. Adv.
65%
34%
65%
0%
20%
40%
60%
80%
100%
Argriculture,food, basic
manuf.
Capitalintensivemanuf.
"High tech",advancedservices
Tourism
Share
of re
spondents
Dev Trans. Adv.
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55%69%
58%
0%
100%Bus. Gov't Donor
55%69%
58%
0%
100%Bus. Gov't Donor
42%45%43%
0%
100%
Argriculture,food, basic
manuf.
Capitalintensivemanuf.
"High tech",advancedservices
Tourism
42%45%43%
0%
100%
Argriculture,food, basic
manuf.
Capitalintensivemanuf.
"High tech",advancedservices
Tourism
Industry selection
Shar
e of
resp
onden
ts
Transition
Developing
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Industry selection:observations and issues
• Business takes initiative where they can, i.e. when trust is high
• In transition economies, business focuses on “high tech”, government on capital intensive, and donors on basic industry
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Objectives
0%
20%
40%
60%
80%
100%
Incr
ease
valu
e-a
dded
Incr
ease
exp
ort
s
Support
innova
tion
Supply
chain
dev'
t
Incr
. em
plo
yment
Impro
vebus.
envi
ron't
Att
ract
fir
ms
and inve
stm
ent
Reduce
pro
d'n
cost
s
Seek
funds
Com
merc
ializ
eaca
dem
ic r
ese
arc
h
Share
of re
spondents Dev. Trans. Adv.
0%
20%
40%
60%
80%
100%
Incr
ease
valu
e-a
dded
Incr
ease
exp
ort
s
Support
innova
tion
Supply
chain
dev'
t
Incr
. em
plo
yment
Impro
vebus.
envi
ron't
Att
ract
fir
ms
and inve
stm
ent
Reduce
pro
d'n
cost
s
Seek
funds
Com
merc
ializ
eaca
dem
ic r
ese
arc
h
Share
of re
spondents Dev. Trans. Adv.
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0%
100%Bus. Gov't Donor
0%
100%Bus. Gov't Donor
0%
100%
Increasevalueadded
Increaseexports
Increaseemploy-
ment
Supportinnovation
Com'lizeacademicresearch
0%
100%
Increasevalueadded
Increaseexports
Increaseemploy-
ment
Supportinnovation
Com'lizeacademicresearch
Objectives
Shar
e of
resp
onden
ts
Transition
Developing
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Objectives:observations and issues
• Surprisingly low focus on attracting FDI; expected to be higher in transition economies
• Donors have innovation-oriented objectives in developing economies, but firm-oriented objectives (value chain, export) in transition economies
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15%
37%
46%
0%
20%
40%
60%
80%
100%
Dev. Trans. Adv.
Share
of re
spondents
1-10 companies 11-20 companies
21-50 companies 51+ companies
15%
37%
46%
0%
20%
40%
60%
80%
100%
Dev. Trans. Adv.
Share
of re
spondents
1-10 companies 11-20 companies
21-50 companies 51+ companies
Company participation
Median:18
Median:25
Median:40
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0%
20%
40%
60%
80%
100%
Dev. Trans. Adv.
Share
of re
spondents < 10%
10-25%
26-50%
51-75%
76-90%
> 90%
0%
20%
40%
60%
80%
100%
Dev. Trans. Adv.
Share
of re
spondents < 10%
10-25%
26-50%
51-75%
76-90%
> 90%
Company participation
Participation rate:
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0%
20%
40%
60%
80%
100%
Dev.Tra. Adv. Dev.Tra. Adv. Dev.Tra.Adv.
Share
of re
spondents
0-9%
10-50%
51-100%
0%
20%
40%
60%
80%
100%
Dev.Tra. Adv. Dev.Tra. Adv. Dev.Tra.Adv.
Share
of re
spondents
0-9%
10-50%
51-100%
Size of participating firms
Micro (1-9 empl.)
Small (10-50 empl.)
Informalsector
Share of partici-patingfirms:
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0%
20%
40%
60%
80%
100%
Dev. Tra. Adv.
Share
of re
spondents
0-9%
10-25%
26-100%
0%
20%
40%
60%
80%
100%
Dev. Tra. Adv.
Share
of re
spondents
0-9%
10-25%
26-100%
Foreign-owned participants
Share of participating firms:
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Participants:observations and issues
• Fewer companies are participating in developing and transition economies – simply because clusters are smaller, or by design to have “manageable” CIs?
• We expected the share of foreign-owned companies to be higher, especially in transition economies
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39%33%
0%
80%Bus. Gov't Donor
39%33%
0%
80%Bus. Gov't Donor
55%34%
0%
80% 55%34%
0%
80%
47%49%
0%
80%
InitiateCI
Select initialparticipants
Decide initialactivities
47%49%
0%
80%
InitiateCI
Select initialparticipants
Decide initialactivities
Influence: short run
Shar
e of
resp
onden
ts
Transition
Developing
Advanced
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Influence: long run
Business sector's current influence on activities
2003-2005
2003-2005
2000-2002
2000-2002
2003-2005
2000-2002
1
7
Business initiated Governmentinitiated
Donor initiated
Ave
rage r
esp
onse
Business sector's current influence on activities
2003-2005
2003-2005
2000-2002
2000-2002
2003-2005
2000-2002
1
7
Business initiated Governmentinitiated
Donor initiated
Ave
rage r
esp
onse
Transition and developing.
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Control and influence:observations and issues
• Conflicting observations: in the initiation phase, donors hand over less influence over to business than government; in the long run they hand over more
• Donors appear to be reluctant to involve government
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Measuring impact
0% 20% 40% 60% 80% 100%
Number of companies
Production and sales volume
Employment
Exports
Innovation
Business environment
Imports
Gov't funding and subsidies
FDI
Wages
Prices, value-added
Prod. cost and productivity
Share of respondents
Dev.
Tra.
Adv.
0% 20% 40% 60% 80% 100%
Number of companies
Production and sales volume
Employment
Exports
Innovation
Business environment
Imports
Gov't funding and subsidies
FDI
Wages
Prices, value-added
Prod. cost and productivity
Share of respondents
Dev.
Tra.
Adv.
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Measuring impact
0% 20% 40% 60% 80% 100%
Employment
Production and sales volume
Exports
Number of companies
Imports
Business environment
Wages
FDI
Innovation
Prices, value-added
Prod. cost and productivity
Gov't funding and subsidies
Share of respondents
Dev.
Tra.
0% 20% 40% 60% 80% 100%
Employment
Production and sales volume
Exports
Number of companies
Imports
Business environment
Wages
FDI
Innovation
Prices, value-added
Prod. cost and productivity
Gov't funding and subsidies
Share of respondents
Dev.
Tra.
Donors
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Measuring impact:observations and issues
• More measuring in transition than in developing – need or ability?
• Donors measure below average in developing but above average in transition economies
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Next Steps
• Analysis of the interaction of different factors in driving performance
• Analysis of industry effects
• Publication….