Cluster policies and cluster institutions: an opportunity to bind economic and social dimensions?

Konstantynova, Anastasiia; Wilson, James R.

doi:10.1007/s40812-017-0081-x

Cited by 8 publications

(8 citation statements)

References 17 publications

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“…In this regard, Camoletto and Bellandi (2019) bring an explicit territorial dimension to their definition of "communitarian shared value" (p. 5) to express the jointly reinforcing relation between company and community prosperity that reconciles "the company's profit function with the function of social utility of a place" (Becattini, 2011, p. 3). More generally, following Becattini's (2011) reading of the CSV concept and adopting a TCT perspective, cluster initiatives themselves represent a place-Cluster management organizations based approach to CSV that can be oriented toward mitigating transaction costs, as CMOs are situated somewhere between market transactions and the internal corporate hierarchies developed to manage resources without the costs of market transactions (Valdaliso and Wilson, 2015;Konstantynova and Wilson, 2017).…”

Section: The Mitigation Of Creating Shared Value Transaction Costs By...mentioning

confidence: 99%

“…Indeed, until now, clusters have essentially been framed as an outcome of corporate-centric CSV processes, and the roles played by backbone organizations such as CMOs in facilitating the generation of collective outcomes have been largely overlooked. There is, however, recognition of the potential for clusters to support social and environmental sustainability (Belfanti and Alberti, 2022; Konstantynova and Wilson, 2017), including growing empirical research on specific cases (Alberti and Belfanti, 2019, 2020, 2021; Arena et al , 2021; Bergquist and Eriksson, 2019; Collazzo Yelpo and Kubelka, 2019; Jackson and Limbrick, 2019; Pezzi et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Collective shared value creation as emergent strategy for cluster management organizations

Grimbert,

Wilson,

Amores Bravo

et al. 2024

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Purpose Cluster management organizations (CMOs) have emerged over the past few decades as intermediaries that support the competitiveness of place-based clusters of economic activity. Despite their economic origins, policymakers are now starting to experiment with a broader use for cluster policies that seeks to leverage CMOs to tackle societal challenges in approaches aligned with the concept of creating shared value (CSV). However, there remains a void in conceptual understanding around the specific roles that CMOs might play in overcoming the barriers faced by their members for CSV, which this paper aims to address. Bridging this gap presents an opportunity for cluster practitioners and policymakers in a context in which environmental and social sustainability are at the top of policy agendas. Design/methodology/approach Based on analysis of literature around collaborative approaches to CSV for mitigating transaction costs, the authors define the contours of a new conceptual framework for the roles that CMOs can play in fostering collective CSV. The authors illustrate how the different components of the framework are reflected in emerging cluster practice in the context of a new wave of European cluster-based projects tackling CSV elements. Findings The resulting framework reconciles the concepts of clusters and CSV by explicitly positioning CMOs as intermediaries for facilitating the CSV strategies of their members. CMOs embrace emergent strategy making that targets (tangible and intangible) collective CSV capabilities and addresses collective CSV challenges. Collective CSV can provide a theoretical anchor guiding future cluster policies to fully leverage the transformative potential of CMOs. This conceptual framework opens a promising empirical research agenda, particularly around evaluating the plurality of impacts of CMOs. Originality/value By stressing the social impact of CMOs alongside their well-understood economic impacts, and by enabling a categorization of functions that can support the monitoring of CMO activities toward collective CSV strategies, the framework provides a novel basis for inspiring further empirical research into the evidencing of these roles.

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Section: The Mitigation Of Creating Shared Value Transaction Costs By...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Collective shared value creation as emergent strategy for cluster management organizations

Grimbert,

Wilson,

Amores Bravo

et al. 2024

Self Cite

View full text Add to dashboard Cite

show abstract

“…They studied different factors related to employment growth, cohesion between regional workers, and new connections between enterprises. These factors have also been studied in the context of the US and Europe (Adam Cobb 2016 ; Konstantynova and Wilson 2017 ). Another important point is sharing social benefits between cluster members through formulating suitable policies (Asadullah and Savoia 2018 ; Garretsen et al.…”

Section: Background and Relevant Literaturementioning

confidence: 99%

Multiple criteria decision making and robust optimization to design a development plan for small and medium-sized enterprises in the east of Iran

2023

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This paper is based on a project of developing small and medium-sized enterprises in South Khorasan, Iran. A combination of multiple criteria decision making and robust multi-objective optimization is used for prioritizing industrial clusters and optimally assigning governmental funds. First, criteria for evaluating clusters are weighted using the best-worst method and clusters are prioritized using the VIKOR method. Second, governmental funding is assigned to the highest priority cluster using robust multi-objective mathematical programming. An innovative method is applied to identify the solution of the Pareto-front with the highest efficiency. In a case study from South Khorasan, computational results show that international market share attraction is the most important criterion and the age of the cluster is the least important criterion in the development of the industrial clusters. The cluster defined for barberry and jujube fruits is determined to be the first-ranked cluster. Most of the total available budget for the development of this cluster is assigned to action plans for marketing and trade development and for investment and financial planning. The proposed methodology thus successfully aided the decision makers to plan their work regarding funding of industrial clusters. We believe that the methodology can be applied as a general tool to help managers of industrial development to better assign governmental funding to develop industrial clusters.

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“…They are territorially-rooted constructs characterised by cooperative dynamics integrating a range of different actors (business, government, research, and potentially also civil society). Konstantynova and Wilson (2017), for example, suggest revisiting the community emphasis of Becattini's (1990) work on industrial districts for inspiration on how clusters might bind economic and social dimensions. Indeed, important questions arise around how the cooperative dynamics characteristic of clusters can be harnessed to solve complex socioeconomic challenges, for example related to the circular economy or public-health enhancing innovations.…”

Section: Clusters Beyond Gdpmentioning

confidence: 99%

Cluster policy resilience: new challenges for a mature policy

Wilson

2019

IJBE

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Cluster policy has proved to be an extremely resilient feature of the regional competitiveness policy landscape over 30 years. To examine why cluster policies have become so widespread, this paper makes a clear conceptual distinction between clusters themselves, cluster policies, and cluster policy instruments. This distinction helps to disentangle the cross-over with other policies and provides the foundations for exploring new directions. Three sets of challenges for what is now a mature policy are highlighted: the links between clusters, cluster policies and territorial strategy processes; more effective evaluation of how different policy instruments influence what happens inside clusters; and harnessing the capacity of clusters to respond to social alongside economic challenges.

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Cluster policies and cluster institutions: an opportunity to bind economic and social dimensions?

Cited by 8 publications

References 17 publications

Collective shared value creation as emergent strategy for cluster management organizations

Collective shared value creation as emergent strategy for cluster management organizations

Multiple criteria decision making and robust optimization to design a development plan for small and medium-sized enterprises in the east of Iran

Cluster policy resilience: new challenges for a mature policy

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