Development of Methodological Approaches to the Efficiency Analysis of Territorial-Industry Cluster Formation in the Forest Sector

Abstract

The paper presents the results of research on enterprise integration meth-cabling sector in the region in the territorial and industrial cluster. It is shown that the territorial-industry clusters act as a key tool for the development of regional economies. The authors created methodological approach to the study of the prospects of the formation of territorial-industry cluster. The necessity of evaluating the effectiveness of the furniture cluster formation on the basis of the definition of a critical mass of the cluster, the strength of interaction between participants integration emergent effect of the presence of partners. Methodical approach includes analytical system performance efficiency of formation of strategic territorial and sectorial cluster (economic, social and environmental, budgetary, international and synergistic) and an array of vectors of cluster initiatives (activation, stimulation, support). The presented method provides a basis for the study of current prospects for the formation and development of territorial and sectorial clusters and differentiation of measures to support cluster initiatives in the regions.

Analyzing industrial clusters using measures of structural complexity management

“…For this reasons, those measures are not relevant for our considerations, as we want to analyze industrial clusters by identifying their strengths and weaknesses. Other authors focus on the actual state of industrial clusters to evaluate their current level of performance (Morkovina et al, 2014;Mukhiddini and Bobojonov, 2014;Padmore and Gibson, 1998;Ribeiro Carpinetti et al, 2008). Mukhiddini and Bobojonov (2014) use criteria like "number of workers and the general assets of the company" or "labor productivity" to indicate the development stage of an industrial cluster.…”

“…In literature, many approaches exist to evaluate clusters' efficiency or performance (Bergman et al, 1996;Czamanski and Ablas, 1979;Feser and Bergman, 2000;Kozhinova and Ferova, 2012;Morkovina et al, 2014;Mukhiddini and Bobojonov, 2014;Padmore and Gibson, 1998;Ribeiro Carpinetti et al, 2008). There are several approaches, whose focus lies in algorithms and methods to cluster or to identify clusters, or to evaluate the suitability of companies for the cluster (Bergman et al, 1996;Czamanski and Ablas, 1979;Feser and Bergman, 2000;Kozhinova and Ferova, 2012).…”

“…As they did not look at the actual cooperation of employees from different companies, their statements regarding the cooperation between companies are too abstract to obtain detailed results for improving the cluster concerning the cooperation of employees from different organizations. Morkovina et al (2014) consider the relations between clusters' companies by asking employees for their cooperation with suppliers or competitors. Furthermore, they use simple measures like "fraction of the volume of production of small enterprises in the volume of production of all cluster members" (Morkovina et al, 2014).…”

“…Morkovina et al (2014) consider the relations between clusters' companies by asking employees for their cooperation with suppliers or competitors. Furthermore, they use simple measures like "fraction of the volume of production of small enterprises in the volume of production of all cluster members" (Morkovina et al, 2014). We claim that we can reach more meaningful results by applying other measures of structural complexity management.…”

“…Porter (1990) is known as the founder of the cluster theory, the majority of today's research refers to Porters work for a definition of industrial clusters (Feser and Bergman, 2000;Morkovina et al, 2014;Padmore and Gibson, 1998). Reasons for organizations and companies to organize themselves in an industrial cluster are the globalization and its requirement for companies to compete with other companies for product knowledge, learning ability and flexibility (Porter, 1990): The needed knowledge and abilities are too complex for companies to fulfill them by themselves across all stages of production.…”