Shared Resources and Competitive Advantage in Clustered Firms: The Missing Link

Industrial clusters, shared resources and firm performance

“…This super performance was to a great extent attributable to its dynamic private sector that was mainly composed of small-and medium-sized enterprises. These small firms very often cluster organically together around the development, design, manufacturing and sales of one core product which aims for the international market (Wu et al 2010). There were 11 identifiable such export-oriented industrial clusters in 2000 (Zhou 2008), but none of the complete business directory was available to identify the whole population of cluster firms in the province.…”

“…Maskell and Malmberg (1999) contend that cluster capabilities are a combination of resources available in the cluster, the physical infrastructures established over time and specific institutional endowment. While policy intervention may be relatively effective in the development of a cluster-focused physical infrastructure, it is certainly less so in the replication of network-based resources and institutional endowment (Duranton et al 2010), and it is the resources of latter dubbed shared resources, in interaction with the firms' internal resources, that contribute to cluster-based firms' performance (Foss 1996;Lawson 1999;Maskell and Malmberg 1999;Molina-Morales 2001;Herva´s-Oliver and Albors-Garrigo´s 2007;Molina-Morales and Martinez-Fernandez 2008;Wu et al 2010).…”

Collaboration in cluster-based firms as a source of competitive advantage: evidence from a footwear cluster

“…As a result, cluster-based firms have some advantages (Li & Geng, 2012), such as new technologies and innovations, information and resources that lead to the development of unique capabilities, as advocated by RBV (Barney, 1991;Niu et al, 2008;Porter, 1990). In this way, firms operating in industrial clusters can access different types of resources (Molina-Morales, 2001;Wu et al, 2010), and various nomenclatures are used to characterize these resources (Table 1). Analyzing the different resources, we verified that they could be grouped considering their similarities (Table 1).…”

Interação de recursos em redes: um estudo em um Arranjo Produtivo Local de calçados

“…Assim, para que sejam construídos laços que permitem o atendimento das necessidades de cada empresa e a minimização de riscos é preciso confiança mútua (GULATI, 1998;GOLD;SEURING;BESKE, 2010;WU et al, 2010;GNYAWALI;SRIVASTAVA, 2013;LI;ZUBIELQUI;O'CONNOR, 2015). Segundo os autores, a confiança permite não apenas a troca de informações, como também facilidade na interação e flexibilidade por parte de cada parceiro.…”