One or all channels for knowledge exchange in clusters? Collaboration, monitoring and recruitment networks in the subsea industry in Rogaland, Norway

Abstract

Existing research has emphasised various mechanisms for knowledge exchange in industry clusters, including inter-firm collaboration, labour mobility, and monitoring of other firms. However, these mechanisms are normally studied in isolation, and we know little about how they interrelate. This paper examines which firms collaborate within a cluster. We ask whether knowledge exchanges through other channels, specifically monitoring and labour mobility, are positively or negatively associated with collaboration. We use data from interviews with 30 firms in the subsea sector in Rogaland, Norway, representing nearly the entire population of the cluster, to examine the association between the different forms of linkages. The results from Social Network Analysis reveal an overall high degree of knowledge exchange among the organisations making up the subsea cluster. Furthermore, using Quadratic Assignment Procedure (QAP) regression analysis, we find that collaborative linkages are significantly more likely to exist between firms which share recruitment and/or monitoring linkages.

Regional differences in how related variety ‘works’: the case of labour mobility

“…Furthermore, people are more likely to move between the firms that are already cooperating or linked through other kinds of relationships (e.g. input-output links) (Hjertvikrem and Fitjar 2020). Recruitment itself can also lead to such ties with ex-employers (Cantner and Graf 2006).…”

“…Thus, part of the observed effect might reflect the benefits of these other relationships and not only the recruitment itself. However, even then recruitment is expected to have an additional effect, since it might bring new knowledge due to person's altered social and organizational embeddedness (Hjertvikrem and Fitjar 2020).…”

Still in the shadow of the wall? The case of the Berlin biotechnology cluster

“…Consequently, future studies should try to include alternative information on inter-organisational interactions, such as labour mobility and economic relations, which influence collaborations (e.g. Buenstorf et al, 2016;Hjertvikrem and Fitjar, 2020;Maghssudipour et al, 2020).…”

Evaluating key capabilities for developing global collaborative networks using a multi-layer decision-making approach

“…Knowledge & Experience exchange  Commitment for co-creation, disseminating, and management of knowledge,  Sharing best practices and experiential learning;  Adopting common vocabulary and creating knowledge ontologies. (Jiang et al, 2008), (Wu et al, 2009), (Sacomano Neto and Serra Truzzi, 2009), (Lundberg, 2010), (Lin and Sun, 2010), (Chang et al, 2010), (Cambra-Fierro et al, 2011), (Petter et al, 2014), (Vuletic et al, 2017), (Peng et al, 2018), (Bodin et al, 2020), (Hjertvikrem and Fitjar, 2021) 29 Holistic View and Synergies  Realising synergy for developing collaborative architecture;  Clearly defined structure to support the underlying process for cooperation;  Holistic or end-to-end view to ensuring cooperation in the network;  Management efforts to eliminate barriers and limitations;  Agreed KPI's to assess the results of collaboration over time. (Sacomano Neto and Serra Truzzi, 2009), (Niu, 2010), (Chang et al, 2010), (Moeller, 2010), (Cambra-Fierro et al, 2011), (Lundberg, 2010), (Adobor, 2011), (Petter et al, 2014), (Gomes-Casseres, 2015, (Vuletic et al, 2017), (Ricciardi et al, 2018), (Bodin et al, 2020) (Lin and Sun, 2010), (Chang et al, 2010), (Zeng et al, 2010), (Oprime et al, 2011), (Cambra-Fierro et al, 2011, (Petter et al, 2014), (Soda et al, 2018), (Papa et al, 2020) 22 External factors  Partner companies infrastructure;  The proximity of the network/cluster.…”

“… Promoting equality amongst partners  Shared vision and agreed goals on how to do business;  UNIDO, 2003), (Caglio and Ditillo, 2008), (Petter et al, 2014), (Gomes-Casseres, 2015, (Soda et al, 2018), (Papa et al, 2020), (Hjertvikrem and Fitjar, 2021) ( UNIDO, 2003), (Tálamo and Carvalho, 2010), (Catalina, 2010), (Lundberg, 2010), (Petter et al, 2014), (Semnani et al, 2015), (Ricciardi et al, 2018), (Bodin et al, 2020), (Al Hattab, 2021 14 Strategy  Ability to recognise collective competencies and converting these to gain competitive advantages;  Identifying opportunities, market developments, and regional economic and political climate. (Caglio and Ditillo, 2008), (Sacomano Neto and Serra Truzzi, 2009), (Lin and Sun, 2010), (Lundberg, 2010), (Moeller, 2010), (Niu, 2010), (Oprime et al, 2011), (Cambra-Fierro et al, 2011, (Petter et al, 2014), (Vuletic et al, 2017), (Soda et al, 2018), (Bodin et al, 2020) (Niu, 2010), (Catalina, 2010), (Moeller, 2010), (Petter et al, 2014), (Soda et al, 2018), (Ricciardi et al, 2018), (Wen et al, 2020)…”