TCI2013 Business networks as drivers of cluster development

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By Lars Gelsing, Aalborg University, Denmark, presented at the 16th TCI Global Conference, Kolding 2013.

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TCI2013 Business networks as drivers of cluster development

  1. 1. BusinessNetworksas Driversof ClusterDevelopment LarsGelsing AcademicSummit:Innovationandbusinessmodelsinclusters 5September2013
  2. 2. Business Networks as Drivers of Cluster Development The Process of turning Knowledge Networks into Commercial Business Networks. LarsGelsing,lg@business.aau.dk
  3. 3. Cluster litterature LarsGelsing,lg@business.aau.dk Alfred Marshall, 1842-1924. Charles Sable, Michael Piore (1984)
  4. 4. Clusters with high performance LarsGelsing,lg@business.aau.dk
  5. 5. LarsGelsing,, lg@business.aau.dk Subsuppliers • Taylor made luggage:
  6. 6. LarsGelsing,, lg@business.aau.dk Accessories
  7. 7. LarsGelsing, lg@business.aau.dk ClustersEmilia Romagna style PIACENZA RIMINI PARMA REGGIO EMILIA MODENA FORLI’ BOLOGNA FERRARA RAVENNA Machine tools Farm machinery Food processing Textile-clothing industry Upholstered furniture Ceramic products and machines for ceramic industry sportscars Shoes Biomedical products Wood –processing machines = tech.center
  8. 8. The most famous of them all… LarsGelsing,lg@business.aau.dk
  9. 9. Cluster dynamics • Not all clusters are particularly succesful • Which are the factors behind succes? • What are we looking for, when estimating succes? • Earnings for businesses and people • Entrepreneurial activity • Jobs • Innovation • Specialization in companies and labour = Commercial effects LarsGelsing,lg@business.aau.dk
  10. 10. Cluster dynamics and business network formation. LarsGelsing,lg@business.aau.dk
  11. 11. Networks and purposes • Knowledge networks: sharing knowledge, expanding the knowledge base. • Innovation networks: pre-competitive, explorative activities. • Commercial networks: strategic alliances. LarsGelsing,lg@business.aau.dk
  12. 12. Resources for commercial network processes • trust creation, credibility establishment, awareness building, customer education, trial opportunities, distribution and complementary offerings. • resources for the commercialization through social relations and trust building, ability to mobilize resources for the commercialization through motivating and providing resource trade -offs and ability to organize resources for the commercialization and accommodate interconnectedness, reciprocity and goal coherence. LarsGelsing,lg@business.aau.dk Relevant for • Designers of cluster policies • Cluster facilitators Aarikke Stenroos og Sandberg, 2012.
  13. 13. LarsGelsing,lg@business.aau.dk lg@business.aau.dk Comments and questions please!

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