驱使产业集群成为国家竞争力外文翻译.docx
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驱使产业集群成为国家竞争力外文翻译.docx
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驱使产业集群成为国家竞争力外文翻译
本科毕业论文外文原文
外文题目:
Drivingindustrialclusterstobenationallycompetitive
出处:
TechnologyAnalysis&StrategicManagementVol.22,No.1,January2010,81-97
作者:
GraceT.R.LinandChia-ChiSun
原文:
Drivingindustrialclusterstobenationallycompetitive
GraceT.R.LinandChia-ChiSun
Abstract
Industrialclustershavereceivedconsiderableattentionfromeconomistsandindustrialanalysts.Themainpurposeofthispaperistocontributetotheunderstandingofthedrivingforcesbehindthegrowthofindustrialclusters.Anothercoreviewpointanchoredinthispaperisthatnationalcompetitiveadvantagescanbeachievedbyindustrialclusters.Weexaminetheimpactsofanddeterminetherelationshipsamongdifferentdrivingforces.Taiwan’sHsinchuSciencePark,becauseofitsconnectionwithinnovativeparticipators,isaprimeexampleforthispaper.ThisresearchadoptstheDecisionMakingTrialandEvaluationLaboratory(DEMATEL)asthemainanalyticaltool.Ourresearchresultsshowthatlocaldemandconditionsandfactorconditions(whicharespecializedfactorsofproductionsuchasskilledlabor,capitalandinformationinfrastructure)arethemaincausaldrivingforcesforadvancingTaiwan’sindustrialclusterperformance.Thispaperconcludesbydiscussingmanagerialimplicationsforindustryandgovernment.
1.Introduction
Theincreasingcompetitionandglobalizationofindustries,marketsandtechnologieshasraisedthedemandforoutside-ininnovationandacquisitionoftechnologythroughintegratedinnovationclusters.Companiesneedtodevelopclustercompetenceinordertolinktheirorganizationstootherplayersinthemarkettoallowinteractionsbeyondorganizationalboundaries.Theformationofclustersofinnovationisausefulconceptfortransformingbothtangibleandintangibleknowledgeintoembodiedanddisembodiedtechnicalchange.
Clustersaredefinedasselectedsetsofmultipleautonomousorganizations,whichinteractdirectlyorindirectly,basedononeormoreagreementsbetweenthem.Theaimofclustersistogainacompetitiveadvantagefortheindividualorganizationsinvolvedandoccasionallyfortheentireclusteraswell.Clustercompetenceenablesacompanytoestablishanduserelationshipswithotherorganizations.
Previousstudiesalsohaveexaminedtheclusterstructure,andsomestudieshaveaddressedtheclustereffect.Anumberofempiricalstudieshavealsoprovidedevidencethatclustersaffectinnovationperformance.Particularly,inpaststudiesscholarsinthefieldofinnovationsystemshavefounditmostusefultocompareinnovationsystemsbetweendifferentindustriesorcountries.
Ontheotherhand,whileanumberofstudieshavedocumentedthesignificantroleofinnovationsystemaswellasitspossibleclusterdrivers,littleissofarknownaboutthereflectionofalinkbetweennationalcompetitivenessandindustrialclusterdrivers.Thatsaid,relatedresearchesaremostlyconcernedwiththetopicsofinnovationandclusterdevelopment.Driversofindustrialclustersareseldomexploredfromtheperspectiveofnationalcompetitiveadvantagesasawhole.Forinstance,Lai,Chiu,andLeuexploredtheeffectsofindustrialclusteroninnovationcapacity,andtostudytheimpactofexternalresourcesonfirms’innovationcapacityespeciallyunderChineseregionaleconomicpolicy.Cortrightproposedsevendriversforthefoundationofclusters,whichincludelabormarketpooling,supplierspecialization,knowledgespillovers,entrepreneurship,pathdependenceandlock-in,cultureandlocaldemand.
Accordingly,inSection2wewillthenparticularlyintroducePorter’sdiamondmodel,targetingtheissueofmeasuringaswellasanalysingindustrialclusteringlinkedtonationalcompetitivenessenhancement.
2.Whatfactorsdriveindustrialclusterstobenationallycompetitive?
2.1Factorconditions
Porteragreedthatastate’sornation’sendowmentoffactorsforencouragingproductionhasaroleindeterminingcompetitiveadvantage.However,Porterbroadenedthedefinitionoffactorsforproductionintofivemajorcategories:
humanresources,physicalresources,knowledgeresources,capitalresourcesandinfrastructure.
Abundantnaturalresources,whicharefactorsofproduction,couldprovidetheoriginalmomentumforestablishinganindustry.Theirpresencemightalsohaveenticedapredecessorindustrytothelocation,therebycreatingtheinitialframeworkforasubsequentindustry.
Thefactthatcompetitivepressurecompelsfirmstoinnovateinordertoovercometheirmicroeconomicenvironment’sdisadvantagesrepresentsamajorthemeinPorter’swork.Theremainingfundamentaldeterminantsinthemodelplayanimportantandpowerfulroleinincitingfirmstoinnovatesoastoremaincompetitiveplayersintheirindustries.Specializedfactorsofproductionareskilledlabor,capital,andinformationinfrastructure.Specializedfactorsinvolveheavy,sustainedinvestmentandtheyaremoredifficulttoduplicate.Thesefactorsincludeentrepreneurshipandventurecapital.
2.2Localdemandconditions
Consumerdemandplayspossiblythemostimportantroleinformingandbuildingupanindustrialcluster.Alargenumberofindustrialcustomersinthenearbyareacreatesufficientdemandtoenablesupplierstoacquireandoperateexpensivespecializedmachinery.
Porterhasarguedthatasophisticateddomesticmarketisanimportantelementforproducingcompetitiveness.Firmsthatfaceasophisticateddomesticmarketarelikelytosellsuperiorproductsbecausethemarketdemandshighquality,andacloseproximitytosuchconsumersenablesthefirmtobetterunderstandtheneedsanddesiresofthecustomers.Asaresult,demandconditionscanstimulateanindustrythroughlocaldemandforaproductthatalsoprovesviableinregional,nationalandinternationalmarkets.
2.3Relatedandsupportingindustries
Spatialproximityofupstreamordownstreamindustriesfacilitatestheexchangeofinformationandpromotesacontinuousexchangeofideasandinnovations.Theavailability,densityandinterconnectednessofverticallyandhorizontallyrelatedindustriesareimportantdriversforindustrialclusters.Thisincludessuppliersandrelatedindustries.
Relatedindustriesrefertofirmsthatprovidecomplementaryproductsorservicestooneanother.Whilecompetingonthebasisoftheirvaluechainmanagementwithintheirproductorservice-specificindustry,theymightshareorcoordinatecertainactivities,suchasdistribution,technologydevelopment,manufacturing,ormarketing(Porter1998).Competitiverelatedindustriescanprovideopportunitiesfortechnologicalexchangesand,possibly,canacceleratethedevelopmentofcompetitivelocalsupplierindustriesservingboth.However,closeworkingrelationshipsamongrelatedindustriesdonothappenautomatically.Relatedindustriesmustexplicitlyseektoforgealliancesthatwilladdtotheircompetitiveadvantage.
2.4Firmstructure,strategy,andrivalry
Porterarguesthatintensecompetitionspursinnovation.Theworldisdominatedbydynamicconditions.Directcompetitionimpelsfirmstoworkforincreasesinproductivityandinnovation.Firmstrategy,structureandrivalryrefertothevariousapproachestoafirm’sinception,organizationandmanagementthatestablishthecontextforlocalrivalryandcompetitiveadvantage.
Differencesinmanagementsystemsandorganizationalstructureofferopportunitiesforestablishingcompetitiveadvantage.Relationshipsbetweenlaborandmanagementrepresentaparticularlyimportantelementforthefirm,giventheirpowerfulimpactontheprocessofinnovationandimprovements.Porterestablishedthatrivalrywithdomesticfirmsprovestobemorebeneficialthanotherfactorsintermsofinnovationandimprovements.Localrivalscompeloneanothertoseekeffectivecost-cuttingmeasures,product/serviceinnovations,andorganizationalimprovements.Localcompetitivepressurealsoleadstocommerciallysuccessfulfirms,whichinturn,luresnewfirmstotheindustry.
2.5Governmentsupport
TheroleofgovernmentinPorter’sdiamondmodelistoactasacatalystandchallenger;itistoencourage–orevenpush–companiestoraisetheiraspirationsandmovetohigherlevelsofcompetitiveperformance.Governmentmustencouragecompaniestoraisetheirperformance,tostimulateearlydemandforadvancedproducts,tofocusonspecializedfactorcreation,andtostimulatelocalrivalrybylimitingdirectcooperationandenforcinganti-trustregulations.
Besides,governmentmustprovidetherequiredinfrastructuralneedsofthedevelopingindustrialcluster.Theroleofthegovernmentinaregionaleconomyisnecessarilyavariableoverthelifecycleoftheindustrycluster,andasaresultitneedstohavethecapabilitytoidentifyandmonitorthesetofnaturalindustriesthatexistwithintheregionandtheirstagesofdevelopment.
2.6Culture
Innovationisanoutcomeofaninnovativeculture.Clusterswithaninnovativeculturewillincreasethelife-expectancyandproductivityoftheinfrastructureandbusinesscapitalthattheyhost,andtheproductivityandprosperityoftheircommunity.Hallarguedthatculturesvarygreatlyintheprocessingofinformationandpatternsofcommunication.Culturaldifferenceswerefoundtopredictstress,negativeattitudestowardmergersandthelackofcooperationbetweenfirmssubsequenttoamerger.Morerelevanttoourstudy,Oliehasarguedthattheblendingofdiverseculturestendstobeachallengingobstacletosuccessfulcollaboration.
2.7Clusterdriversandsystem-effects
Inthismodel,eachindustrialclusterdrivernotonlyinteractswiththeothersbutalsoaffectstheindustrialcluster.Theindustrialclustersaffecteachdrivercorrespo
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