The impact of actors, networks and institutions in the cluster’s evolution

Abstract

Purpose This paper aims to analyze the impact of the capabilities and strategies of the actors (micro-dynamics), learning process and networks (meso-dynamics) and institutions (macro-dynamics) in the evolution of the Brazilian ceramic clusters. Based on these experiences, managerial and policy implications are suggested. Design/methodology/approach Main data were gathered through 22 in-depth face-to-face interviews with managers and industry experts. The data were complemented by documentary analysis, including brand documents, descriptions of internal processes and Brazilian and international ceramics magazines and journals. In addition, the authors also use information from the previous experience of the authors who have been studying the sector for more than 15 years. Findings The paper provides empirical insights about the main characteristics of the evolution of two main Brazilian ceramic tiles clusters, as well as how there are different patterns of evolution among them. The results of this paper show that Brazilian ceramic tile clusters do not necessarily follow the life cycle model of their dominant industry, by proving evidence that different clusters in the same industry can follow different evolutionary paths. Research limitations/implications This paper shed light on a multi-level approach (micro, meso and macro) of dynamics of the clusters and how it impacts the cluster’s life cycle. The micro-dynamics dimension was analyzed by the capabilities and strategies of local ceramic tile manufacturers. The meso-dynamics are being considered the localized learning processes, especially from those that arise from interactions, collaboration and networks carried by local and foreign suppliers. The macro-dynamics were considered by the role of local demand, factors conditions, institutions, historical legacy in the clusters’ emergence along with path dependence mechanisms. Practical implications The paper includes implications for both clusters to promote innovation, particularly to keep and create market and technological leadership through the establishment of partnership between firms and clients, regulators and research centers and universities are crucial for innovation. Originality/value This paper fulfils an identified lack of attention regarding the under-appreciation of the context-specific issues such as the capabilities of the actors, networks and institutions that may influence the long-term development of clusters.

Validity of Dynamic Capabilities in the Operation Based on New Sustainability Narratives on Nature Tourism SMEs and Clusters

“…In a similar case, studies such as that of the ceramics industry in Brazil are observed, highlighting the dynamic capacities at different levels, such as the adaptation strategies that actors take at the micro dynamic level (companies), based learning processes in networks at the dynamic meso level (sector) and evolution by invoking institutions at the dynamic macro level (region) [38], capabilities that are also observed in other studies that analyze the impact on global business (GB) and entrepreneurship international (EI). In both cases, it can be ensured that adaptation, absorption and innovation capabilities co-create a business model in organizations, which is recognized by some authors, such as the vision of dynamic capabilities (VDC), In both cases, it can be ensured that adaptation, absorption and innovation capabilities co-create a business model in organizations, which is recognized by some authors, such as the vision of dynamic capabilities (VDC), model that It allows managing and shaping networks effectively, particularly in the face of turbulence in emerging markets [39].…”

New growth of the Douro wine cluster

“…With a focus on the nondeterministic nature of regional evolution and existing external influence, the adaptive cycle perspective – was proposed by Martin and Sunley (2011). This idea of multiple regional path development and external influence has enrichened Cluster Life Cycle research and consequently was adopted in many studies (Carli and Morrison, 2018; Desmarchelier and Zhang, 2018; Mobedi and Tanyeri, 2019; Rodríguez-Rodríguez et al , 2016; Santner, 2018; Scur and Garcia, 2019). But it does not provide specific parameters by analyzing which would be possible to identify the stage of CLC.…”

Cluster dynamics and firms’ strategies – an integrative framework

“…Product life cycle theories (Levitt, 1965) and the industry life cycle (Klepper, 1997) serve as inspiration for the emergence of the CLC theory. The life cycles of clusters "and industries" are not the same; different clusters belonging to the same industry can follow different growth paths (Menzel and Fornahl, 2010;Scur and Garcia, 2019). Thus, clusters can grow or be diminished independently of industry development (Trippl et al, 2015).…”

“…women's hosiery). Scur and Garcia (2019) analysed the driving forces behind cluster evolution based on qualitative empirical research, with multiple case studies in Brazilian ceramic tile clusters. In the Crici uma cluster, which showed signs of being a declining cluster, firms improved their products and competed in a higher value market based on differentiation.…”