From integrated enterprises to regional clusters: the changing basis of competition

Carrie, Allan S.

doi:10.1016/s0166-3615(99)00077-9

Cited by 28 publications

(9 citation statements)

References 6 publications

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“… Reduce the unit cost by providing technical services to clustered businesses (Porter, 1998;Nolan, 2002)  Reduced transaction cost because firms and their supplier operate near each other (Nolan, 2002;)  Integrated research (Bititci and Carrie, 1999;Porter, 1998;Arbonies and Moso, 2002)  Economies of scale (Carrie, 2000;Nolan, 2002)  Attractive innovation (Arbonies and Moso, 2002;Scheel, 2002)  Improved customer service e.g. shorter delivery time because of mutual understanding to help each other between members of the cluster (Carrie, 2000)  Improved time to market of new products (Carrie, 2000)  Stronger bargaining power in all respects, including suppliers, government (e.g. built infrastructure, tax incentive) and other relevant bodies (Scheel, 2002)  Greater scale and presence without sacrificing flexibility (Porter, 1998).…”

Section: Clustersmentioning

confidence: 99%

Creating and managing value in collaborative networks

Bititci

Martinez

Albores

et al. 2004

International Journal of Physical Distribution &Amp; Logistics Management

226

171

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This is a theoretical paper that examines the interplay between individual and collective capabilities and competencies and value transactions in collaborative environments. The theory behind value creation is examined and two types of value are identified, internal value (shareholder value) and external value (value proposition). The literature on collaborative enterprises/network is also examined with particular emphasis on supply chains, extended/virtual enterprises and clusters as representatives of different forms and maturities of collaboration. The interplay of value transactions and competencies and capabilities are examined and discussed in detail. Finally, a model is presented which consists of value transactions and a table that compares the characteristics of different types of collaborative enterprises/networks. It is proposed that this model presents a platform for further research to develop an in-depth understanding into how value may be created and managed in collaborative enterprises/networks

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Section: Clustersmentioning

confidence: 99%

Creating and managing value in collaborative networks

Bititci

Martinez

Albores

et al. 2004

International Journal of Physical Distribution &Amp; Logistics Management

226

171

View full text Add to dashboard Cite

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“…According to the concept of cluster sourcing (Frankowska, 2016), sectoral and geographically concentrated clusters allow to create common ground for both globalization and regionalization of supply chains, the performance of businesses from the SMEs sector with transnational corporations and it integrates the competitive and cooperative actions. According to Carrie (2000), the competition will take place rather between regional clusters than individual enterprises and their supply chains. It results from the fact that a supply chain built on the basis of a cluster initiative has more benefits resulting from the very nature of the cluster than a geographically dispersed supply chain.…”

Section: Discussionmentioning

confidence: 99%

The relational embeddedness as the differentiator of the cluster supply chain collaboration – a multidimensional comparative analysis

Frankowska

Cheba

2021

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Purpose The purpose of this paper is to fill the research and cognitive gap by comparative analyzing of the cluster supply chain (CSC) and supply chains not belonging to the clusters to examine the relational embeddedness as the differentiator of supply chains operating in the clusters. Design/methodology/approach The conceptual model was tested with data collected from 475 industrial companies cooperating with their partners within supply chains, including 135 CSC. To identify the livraisons between different indicators, the correspondence analysis was applied. Findings The division of enterprises participating in this study into groups allows for the determination of relatively clear boundaries between enterprises belonging to the cluster and those that do not declare such affiliation. The obtained results confirmed that the relational embeddedness is the differentiator of the CSC collaboration. Research limitations/implications The main limitations are referred to as the static character of the data. Practical implications The paper contains implications for cluster facilitators, as well as for cluster policy decision makers, to better design support for cluster organizations. Originality/value This research is a contribution to the literature on inter-organizational structures, such as clusters and supply chains, and in particular, contributes to the creation of the scientific ground of SCS theory. The research allowed to better understand the nature of collaboration taking into consideration the fact of the relational embeddedness of the companies operating within supply chains located in clusters. It proves the existence of a new type of inter-organizational form that is CSC.

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“…In this respect, it is worth outlining the importance of social group-centered identification processes undertaken at a regional/community level (JVSVN, 1998;Massachusetts Technology Collaborative/Metropolitan Area Planning Council, 1999). In the JVSVN case, these processes were based on a "regional" and "interdependent" common vision both of the competitive dynamics affecting SV and the social answers needed (Carrie, 2000;Henton et al, 1997;Pastor, Grigsby, & Dreier, 1997), and they have been a fundamental source to strengthen trust, social capital, and collaboration framework around JVSVN, as well as to mobilize new assets. The nonprofit nature of the organization allowed a depth, effort and social force that would be impossible to generate through other institutional mechanisms, such as "pure" market or top-down political government (e.g., JVSVN, 2001a;Walesh & Henton, 2001).…”

Section: Discussionmentioning

confidence: 99%

Social Entrepreneurship and Economic Development in Silicon Valley

Squazzoni

2008

Nonprofit and Voluntary Sector Quarterly

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Social entrepreneurs are playing a pivotal role in promoting intersector initiatives to address economic and social challenges in regions and local communities. This generates social capital to support an initiative-oriented collaboration framework among participants and across sectors. Such intersectoral initiatives are of paramount importance for the capacity of a region/community to set up innovative solutions to socioeconomic problems from the bottom-up, going beyond the limits of markets and government institutions. This is increasingly happening not only in depressed but also in developed regions and communities, such as Silicon Valley. This article reports on the Joint Venture: Silicon Valley Network, a nonprofit organization launched in 1992 to promote a series of intersectoral initiatives at the edge of the economy, society, and environment in Silicon Valley.

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From integrated enterprises to regional clusters: the changing basis of competition

Cited by 28 publications

References 6 publications

Creating and managing value in collaborative networks

Creating and managing value in collaborative networks

The relational embeddedness as the differentiator of the cluster supply chain collaboration – a multidimensional comparative analysis

Social Entrepreneurship and Economic Development in Silicon Valley

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