Institutions for collaboration in industrial clusters: proposal of a per-formance and change management model

Abstract

This paper proposes a performance and change management model for institutions for collaboration (IFCs) in industrial clusters to assist them while planning, conducting and evaluating joint actions. A three-stage implementation scheme and a self-assessment tool that helps an IFC determine its compliance with the proposed model are also introduced. The self-assessment tool was applied in three Brazilian IFCs from different clusters. It was found that the IFCs researched face major difficulties in designing and implementing performance measures to evaluate the results and impacts of joint actions. However, IFCs have been successful in identifying local infrastructure and devising informal strategic plans.

The role of joint actions in the performance of IT clusters in Mexico

“…• Create legitimate IFCs: In our study, we concur with Carpinetti and Lima (2013) that the interplay of IFCs and joint actions in IT cluster may improve the capabilities of local companies to enhance productivity inside their clusters, beyond external economies. Companies should be aware that such connections will not operate spontaneously or managed proactively.…”

“…For clusters to survive and produce the expected advantages, those joint actions must find an institutional support. An important vehicle to enhance the efficiency and effectiveness of the clusters is constituted by IFCs (Porter and Emmons, 2003;Andersson et al, 2004;Carpinetti, and Lima, 2013). IFCs can comprise any kind of formal or informal group, including chambers of commerce, professional associations, school networks, university partner groups, religious networks, joint private/public advisory, competitiveness councils, industry associations, specialized professional associations and societies, alumni groups of core cluster companies or incubators playing a horizontal role in facilitating the exchange of information and technology in areas such as procurement, information gathering or international marketing; fostering coordination among firms; creating relationships; building trust; defining common standards; defining and communicating common beliefs and attitudes; and providing mechanisms to develop a common agenda in the functioning of a cluster.…”

The role of institutions for collaboration in setting a competitive cluster ecosystem: the case of the French omega-3 cluster

“…Besides the external economies that naturally emerge in clusters, companies may benefit greatly from local supporting institutions oriented towards satisfying specific needs of the cluster participants (Karaev et al, 2007) as well as through planned joint actions, which are enabled by cooperation and collaboration among firms (Carpinetti and Lima, 2013). As a matter of fact, the benefits of the typical cluster external economies may be extended if firms act together through joint actions that stimulate them to collaborate for the common good (Bititci et al, 2004).…”

What Agglomeration Externalities Impact the Development of the Hi-tech Industry Sector? Evidence from the Russian Regions

“…Numerous contemporary studies suggest that industry location increases factor productivity: being part of a cluster enables companies to productively source inputs and access information, technology, and institutions, and it also allows them to cooperate with other firms both horizontally and vertically (Feldman et al, 2005;Carpinetti and Lima, 2013;Delgado et al, 2016). Local accumulation of companies that are typically specialized in one product, a part of a product, or a phase of production detains together, by interpersonal relationships, a common social culture of workers, entrepreneurs, and policymakers surrounded by an industrial environment that accelerates the dissemination of innovation, generating significant flows of external economies that remain internal to the local productive system (Ronen and Shenkar, 2013;Nestle et al, 2019).…”