Knowledge, Clusters, and Competitive Advantage

Tallman, Stephen; Jenkins, Mark A.; Henry, Nick; Pinch, Steven

doi:10.2307/20159032

Cited by 259 publications

(322 citation statements)

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“…Molina, 2001, Cainelli, 2008, which is exactly the opposite of the heterogeneity concept claimed in the strategic management perspective (e.g. Nelson, 1991), also in clusters (Tallman et al, 2004;Jenkins and Tallman, 2010: 608). In essence, the firm-specific resources and capabilities or architectural knowledge moderate the access and exploitation of local knowledge making it necessary to turn to the strategic management perspective; i.e.…”

Section: Reinforcing Heterogeneity In Clustersmentioning

confidence: 87%

“…According to Matusik and Hill (1998) and Henderson and Clark (1990) knowledge is classified into component knowledge and architectural knowledge. As Tallman et al (2004) pointed out, when referring to clusters component knowledge is related to specific skills and associated technologies which occur in specific cluster sectors with no links to the whole spatial system or cluster. Component knowledge is potentially transferable among organizations and their members within clusters.…”

Section: How Knowledge Flows In Clustersmentioning

confidence: 99%

“…Abbey et al, 2008) or without conducting or addressing empirical exercise (e.g. Tallman et al, 2004). The concept of absorptive capacity (Cohen and Levinthal, 1989;1990: 128) is defined as "the ability of a firm to recognise the value of new external information, assimilate it and apply it to commercial ends".…”

Section: Absorptive Capacity Of Co-located Firmsmentioning

confidence: 99%

“…Indeed, the assumption reifying collocation and direct absorption of local resources has been contested with theoretical (Breschi and Lissoni, 2001;Malmberg and Maskell, 2002) and empirical evidence (Lissoni, 2001;Doring and Schnellenbach, 2006;Huber, 2010). a co-located firm, as any firm, will use differing strategic combinations of internal and external resources -available in the cluster and beyond it, at national or global scale -to build its own competitive (or collaborative) advantage (see Tallman and Jenkins, 2002;Tallman et al, 2004;McEvily and Zaher, 1999;Markussen, 1999). Put differently, firms exposed to the same potential amount of external knowledge flows, differ in their ability to recognize, acquire (learn) and exploit the available knowledge, which is ultimately moderated by its absorptive capacity (e.g.…”

Section: Absorptive Capacity Of Co-located Firmsmentioning

confidence: 99%

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Managing the SME Clustering Process Life-Cycle

Ampantzi

Psyllou

Diagkou³

et al. 2013

Studies in Computational Intelligence

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Section: Reinforcing Heterogeneity In Clustersmentioning

confidence: 87%

Section: How Knowledge Flows In Clustersmentioning

confidence: 99%

Section: Absorptive Capacity Of Co-located Firmsmentioning

confidence: 99%

Section: Absorptive Capacity Of Co-located Firmsmentioning

confidence: 99%

See 2 more Smart Citations

Managing the SME Clustering Process Life-Cycle

Ampantzi

Psyllou

Diagkou³

et al. 2013

Studies in Computational Intelligence

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“…Using a knowledge-based perspective, technology districts can be considered as cognitive systems (Maskell, 2001) that develop, acquire, and manage new technological knowledge in order to create product and process innovations and be competitive (Tallman et al, 2004;Iammarino and McCann, 2006).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Technology districts: proximity and knowledge access

Petruzzelli

Albino

Carbonara

2007

J of Knowledge Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to analyse if and how technology districts use proximity dimensions (such as geographical, organizational, and cognitive) as a communication resource for accessing external knowledge sources.Design/methodology/approach -To achieve this purpose, the organizational and cognitive links between technology districts' actors and external ones are identified and then the new geographical boundaries of the districts are drawn. A case study related to an Italian technology district (Torino Wireless) is provided in order to identify how different research organizations located in the district use proximity dimensions for reaching knowledge sources external to the district, then re-shaping its geographical boundaries.Findings -The empirical study enables identification of the actors connected to the technology districts by means of geographical, organizational, and cognitive proximity, and their locations. Moreover, results show that organizational proximity is mainly adopted to link actors located near the district area. While, cognitive proximity is mainly adopted to connect actors geographically distant from the district.Research limitations/implications -As regards technology district strategic behaviour, it seems particularly crucial to exploit all the three dimensions of proximity. In particular, the technology district of Torino Wireless should increase its use of organizational proximity to be connected with external knowledge sources.Originality/value -The paper proposes a methodology for identifying the external actors connected with the technology districts by means of proximity. Furthermore, the relationships between organizational and geographical proximity, and cognitive and geographical proximity are also investigated.

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