Presentation by CRC-REP Principal Research Leader Dr Damien Jacobsen to CAUTHE 2017 about Aboriginal perspectives of enterprise clustering in tourism.

1. Aboriginal perspectives of enterprise clustering
Dr. Damien Jacobsen
Principal Research Leader
Aboriginal and Torres Strait Islander Tourism Product Project
Cooperative Research Centre for Remote Economic Participation
Southern Cross University, Australia

2. What is enterprise clustering?
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Clusters are ‘geographic concentrations of interconnected companies,
specialised suppliers, service providers, firms in related industries, and
associated institutions in particular fields that compete, but also co-operate’
Porter (1998, p. 197-8).
Participants are often located in the same
geographical region and interrelated by
characteristics (e.g. the landscape) or specialities.
Clusters come in all shapes and sizes
Creates value chain opportunities, as well as a
range of benefit potential highlighted in the literature
(see Michael 2003; Lade 2010;
Ffowcs-Williams 2012).

3. 3
Common features of strong enterprise clusters
Culture of creativity,
innovation and co-
opetition
Commitment to
building
knowledge
Support from
government and
other agencies
Benefits to large
and small
enterprises
Geographical
proximity
Diverse links to
wider industry
Skilled cluster
participants
Specialisation
Ability to adapt to
new
technology/ways
of doing business
Knowledge
exchange through
personal
interaction
Face to face
interaction
Collaboration with
other clusters
‘Bread and butter’
market
Strong
communication
Access to finance
Manager/leadership
Strong ‘brand’
attracting
customers,
investors etc.
Physical
infrastructure
Source: Ffowcs-Williams (2012, pp.34-38)

4. Cluster-style approach developed or proposed around Australia, including: far
north Queensland; Arnhem Land (Northern Territory); the Fitzroy River region
(Western Australia); the Dampier Peninsula (Western Australia); Central
Australia (Northern Territory); the Darwin region (Northern Territory); and,
Outback New South Wales.
Previous study: Central Australia, applied Porter clustering approach but failed
and conceded that the model ‘…needs much more explanation and possibly
considerable modification…’ for use by Aboriginal tourism operators
(Schmiechen, James & Tremblay 2010, p. 35).
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Background – why Aboriginal perspectives of clustering?

5. Reconceptualise Western concepts of enterprise clustering according to the
worldviews and cultural perspectives of Aboriginal and Torres Strait Islander
people involved in tourism
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Purpose of the study

6. Decolonising research approach:
Transformative – generate
emancipative possibilities
Cultural protocol
Privilege Aboriginal voice and expertise
Aboriginal-led
Outcome review & approvals
(including photographs/video)
Applied outputs
Qualitative focus group: dialogue and
critical engagement with business practices
Participants: expert informants (demonstrated experience in cluster-style
tourism)
Analysis: Qualitative themes
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Design

7. 7
October 2014: hosted on Nykina country - Kimberley, Western Australia.
Day 1 – discuss western enterprise clustering concepts - Ffowcs-Williams
(2012). Group work – brainstorm Aboriginal enterprise clustering
perspectives
Day 2: Participants reduce 141 issues/perspectives to 44
Aboriginal Tourism Enterprise Clustering Forum
Image adapted from: http://www.kimberleyaustralia.com/gibb-river-road-map.html
Forum venue

8. Coequal
Enterprise
Community
Structured
Grass Roots
Representation
Localised
Domain of Trade
Tourism
System Linkages
Funding for
Capacity
Centralised
Cluster
Management
Culturally
Grounded
Objectives
Fusion of
Cultural
Diversity
Cluster
Planning and
Development
Culturally Fluent
Business
Communication
Culturally
Appropriate
Governance
Aboriginal and Torres Strait Islander principles of enterprise
clustering
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Fusion of
Cultural Diversity
The cultural diversity of Aboriginal and
Torres Strait Islander people provides
strength to business, as well as value to the
products and experiences offered to
visitors.

9. 9
Correspondence with Ffowcs-Williams (2012)
Principle
Corresponding features identified by
Ffowcs-Williams (2012)
Structured Grass Roots
Representation
 n/a
Coequal Enterprise Community
 Knowledge exchange through personal
interaction
 Benefits to large and small enterprises
 Commitment to building knowledge
Culturally Fluent Business
Communication
 Strong communication
Culturally Grounded Objectives  n/a
Localised Domain of Trade
 Strong ‘brand’ attracting customers, investors
etc.
 Culture of creativity, innovation and co-
opetition
Tourism System Linkages
 Diverse links to wider industry
 Collaboration with other clusters
Fusion of Cultural Diversity  Specialisation
Culturally Appropriate Governance  n/a
Centralised Cluster Management  Manager/leadership
Funding Towards Capacity  Access to finance

10. Next steps
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Further refinement
Applied contexts: Cape York, South Australia
Development kit
Value of clustering

11. Potential for Aboriginal and Torres Strait Islander people
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Form and maintain enterprise clusters in culturally appropriate ways
Small operators work/walk together to alleviate marginalisation
Create better products and experiences for visitors
Build repository of Aboriginal business know-how and learning
Stronger self-representation within industry
and government
Increase self-reliance and implement
regional approach to tourism

12. Challenge view that culture inhibits business
Aboriginal and Torres Strait Islander people are business people,
innovators, strategists pushing boundaries of knowledge and practice
Generate body of Aboriginal knowledge for the business of tourism
Move beyond deficit thinking
Empower Aboriginal and Torres Strait Islander people as drivers of tourism
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Implications

13. Thank you!
Please visit: http://crc-rep.com/
Contact Details:
Dr Damien Jacobsen
Phone: 02 6620 3042
E-mail: damien.jacobsen@nintione.com.au
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14. References cited:
Ffowcs-Williams I (Ed). 2012. Cluster Development: The Go-To Handbook: Building Competitiveness through Smart
Specialisation. Cluster Navigators Limited: Nelson, New Zealand.
Jacobsen, D., 2016. Tourism enterprises beyond the margins: the relational practices of Aboriginal and Torres Strait
Islander SMEs in remote Australia. Tourism Planning & Development, pp.1-19.
Lade, C. 2010. Developing tourism clusters and networks: attitudes to competition along Australia’s Murray River. Tourism
Analysis 15, pp. 649-661.
Michael, E. J. 2003. Tourism micro-clusters. Tourism Economics, 9(2), pp. 133–145.
Porter, M.E. 1998. ‘Clusters and competition: New agendas for companies, governments, and institutions’ in On
Competition. in Porter, M. (Ed.). Harvard Business School Press. Boston.
Schmallegger, D., Carson, D. and Tremblay, P. 2010. The economic geography of remote tourism: The problem of
connection seeking. Tourism Analysis, 15 (1), pp. 127-139.
Schmiechen, J., James, D. & Tremblay, P. 2010. Learning markets and indigenous tourism: action research pilot of a
learning markets cluster in Central Australia. CRC for Sustainable Tourism Pty Ltd.
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