The article aims to characterize the significance of cluster policy (cluster-based policy) for the development of world-class clusters. It indicates that the clusters functioning in the European Union (EU) member states are of very diversified nature, which ensues, inter alia, from different conditions (endo -and exogenous) of their development. The evolution of the clustering concept contributed to a greater interest and engagement of governmental organizations of European, national and regional levels in the process of direct and indirect support of cluster development. This kind of support is attributed to cluster policy. This policy, in principle, owing to various actions and instruments undertaken in coordination and stimulating the growth of clusters is supposed to contribute to the maximization of cluster synergy effect, accelerate economic growth, improve the competitiveness of an economy and the development of a knowledge-based economy. A crucial element of this policy is stimulating interactions between business, R&D sector, business support institutions and local and national government agencies in the development process of entrepreneurial ecosystems.The impact of the cluster policy on the cluster development and formation of world-class clusters is presented at the example of German and French cluster policy which focuses on building the cluster management excellence.Although they constitute an example of an organization of commercial nature, clusters necessitate active public support. Contemporary cluster policy particularly in EU countries is frequently of horizontal nature. It often consists in offering public support for the development of clusters of the greater competitive potential, which have the real chance of obtaining world-class cluster status. Owing to active R&D activity and international cooperation with key stakeholders, clusters of this type demonstrate the ability to develop strong cluster value chains. The achievement of the world-class cluster level requires cluster management excellence. Hence, the concepts of world-class clusters and cluster management excellence continuously create new strategic challenges for cluster management.

The purpose of this article is to characterise the role of industrial clusters in SMEs development. Trying to meet demands of the current environment, these companies are forced to constantly identify new ways of development, including new sources of sustainable competitive advantage. Nowadays, focusing only on the internal (endogenous) development for many entities is insufficient and external development of the SMEs through the clusters may be a complementary approach for their internal development. Despite the scarcity of clear cluster definitions it is widespread that clusters -as concentrations of R&D entities, business support institutions and interconnected firms operating in the same or related economic sectors that cooperate and compete at the same time -provide favorable conditions for entrepreneurship and innovativeness development. SMEs can improve their market offer, transfer knowledge, formulate and implement R&D activities, and develop relational capital by actively operating within clusters and collaborating with their partners, both in internal and external environments (eg. involvement in foreign networks). The activities of cluster coordinators play a strategic role in shaping the appropriate conditions for the development of cluster members. Based on the good practice in the field of Polish-Spanish international networking linked to the execution of the "Adelante" project by the coordinator of Sub-Carpathian Renewable Energy Cluster, the benefits for SMEs of that cluster were pointed out. This practice shows that the involvement of a cluster coordinator with key cluster stakeholders for development of cluster members contribute to development of the entire cluster and boost its competitiveness.

Purpose: This paper is aimed to assess the evolution of Polish cluster policy, as well as, to identify the key challenges for cluster management in Poland, which result from the framework of the conditions described by the national strategic documents in the field of cluster policy. Literature review reveals a substantial shortage of publications and research in the area of the issue under discussion, and presents the relevant research gap. Design/Methodology/Approach: So far, no document strictly dedicated to shaping the cluster policy in Poland has been developed. The following research methods were used to achieve the research goals: the desk research to identify and analyse the relevant national strategic documents, as well as the case study method. Findings: A detailed analysis of the national strategic documents on cluster policy with particular emphasis being put on the current European Union's programming period of 2014-2020 revealed a significant number of references to strategic documents of both longand medium-term nature, as well as, a particular inconsistency. It seems that this lack of coherence in the framework conditions for cluster management leads to negative effects of the functioning of cluster organisations in Poland. Practical Implications: Cluster policy occupies an important place in the economic policy of the European Union. Despite popularising the idea of clusters, a document strictly dedicated to cluster policy has not yet been developed. Moreover, the provisions shaping the cluster policy in Poland are presented in many strategic documents, as a result of which implementation of the policy, employing coherent executive documents and then support instruments, becomes difficult. Originality/Value: The value of the conducted research in relatively a new field is the identification of relevant strategic documents, the provisions of which make up the cluster policy in Poland, as well as its assessment in terms of the role and scope of impact on cluster organisations, and, consequently, the challenges for cluster management.

StreszczenieW artykule zawarto rozważania dotyczące istoty, statusu, roli satysfakcji i lojalności w kontekście zarządzania rozwojem klastra. Autor wskazuje, że zarówno satysfakcja, jak i lojalność członkowska to zagadnienia aktualne, jednak wciąż nowe, wymagające szerszej analizy naukowej. O aktualności tego problemu badawczego świadczy m.in. to, że satysfakcja i lojalność postrzegane jako wartości o strategicznym znaczeniu dla rozwoju klastra wpisują się wprost w koncepcje zarządzania kapitałem intelektualnym czy zarządzania przez wartości. Sprawne zarządzanie klastrem w obliczu turbulentnego otoczenia wymaga permanentnego wdrażania zmian, które uwzględniają potrzeby i oczekiwania członków w ramach przyjętego modelu biznesowego klastra. Przez budowanie lojalności i satysfakcji członkowskiej, maksymalizację wartości dla interesariuszy wewnętrznych klastra, przy jednoczesnym angażowaniu członków w tym procesie, istnieje możliwość dynamicznego wzmacniania konkurencyjności struktury klastra.

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The article emphasizes the fact that industry clusters, as organisations, composing of various subsystems through mutual cooperation, are able to successfully attain the established objectives. Their capability to work efficiently is determined, however, by the quantity and quality of the knowledge they possess.Knowledge, as a component of intellectual capital, is currently the key strategic resource of clusters.  Even more crucial is the way in which a manager of a cluster achieves, processes, transfers, and protects the knowledge.  Assuming that knowledge management influences the results of a cluster, the article determines the significance of this process, and indicates the need for ceaseless development.

Streszczenie: W artykule przeprowadzono analizę porównawczą koncepcji przemysłu 4.0 i klastrów 4.0, które łączą się ze sobą, zwłaszcza w ujęciach teoretycznych. Na tej podstawie scharakteryzowano możliwość ich urzeczywistnienia w oparciu o aktywność klastrów technologii informacyjno-komunikacyjnych (ICT), współpracujących w różnorodnym zakresie z przedsiębiorstwami produkcyjnymi. Podkreślono, że sektor ICT stanowi katalizator zmian strukturalnych w gospodarce. Z kolei powstające w ekosystemie klastrów ICT nowe zasoby wiedzy i innowacje, w tym te o charakterze technologicznym, ekologicznym i społecznym, stymulują sieciowanie partnerów klastrowych i ich systemów informatycznych oraz transformację przedsiębiorstw produkcyjnych w inteligentne fabryki. Jednocześnie przyczyniają się do permanentnego rozwoju zrównoważonej gospodarki opartej na wiedzy, wzmocnienia konkurencyjności krajowej produkcji i ograniczania ryzyka marginalizacji w sferze społeczno-gospodarczej.

The aim of the article is to present the key assumptions of the inclusive business model and the justification for its application in agribusiness cluster. Scientific considerations were conducted on the basis of theoretical and empirical research results. The starting point in the accepted range of considerations was a well-known statement that well-managed clusters can shaping the competitiveness not only of its members but also the economy and contributing to strengthening economic, social and territorial cohesion. The article consists of three integral parts, in which the strategic dimension of an agribusiness cluster, the essence, and significance of the inclusive business model and the existing experiences of the AgroBio Cluster in the area of implementation of this model were characterised. The authors show that the concept of agribusiness clusters provides a solid basis for adopting a new way of thinking about creating the competitiveness of food economy entities, taking into account social needs and values. Different types of clusters, in particular, agribusiness clusters, can create inclusive groups when an open membership is ensured in their environment, and the willingness of cluster cooperation is a decisive factor to belong to the cluster. The key factor in the development of clusters is the inclusive ties, which connect people and organisations from different environments. Thus, they determine the quality and intensity of partnership in the cluster, strengthening the involvement of the cluster community. These and other premises presented in the article, referring to the specificity of agribusiness cluster functioning, confirm emphatically that the inclusive business model may prove to be a valuable tool in the process of achieving the cluster goals, especially in less-developed regions. Although the implementation of this model is still a strategic challenge in cluster management, its numerous practical advantages justify the focus of the coordinator and cluster members efforts on shaping the inclusive business and sustainable supply chain within the cluster. In this process, measurable public support is required, both financial and nonfinancial.