驱使产业集群成为国家竞争力外文翻译.docx

1、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： Driving industrial clusters to be nationally competitive 出 处：Technology Analysis & Strategic Management Vol.22,No.1,January 2010,81-97 作 者： Grace T.R. Lin and Chia-Chi Sun 原 文：Driving industrial clusters to be nationally competitive Grace T.R. Lin and Chia-Chi SunAbs

2、tract Industrial clusters have received considerable attention from economists and industrial analysts. The main purpose of this paper is to contribute to the understanding of the driving forces behind the growth of industrial clusters. Another core viewpoint anchored in this paper is that national

3、competitive advantages can be achieved by industrial clusters. We examine the impacts of and determine the relationships among different driving forces. Taiwans Hsinchu Science Park, because of its connection with innovative participators, is a prime example for this paper. This research adopts the

4、Decision Making Trial and Evaluation Laboratory (DEMATEL) as the main analytical tool. Our research results show that local demand conditions and factor conditions (which are specialized factors of production such as skilled labor, capital and information infrastructure) are the main causal driving

5、forces for advancing Taiwans industrial cluster performance. This paper concludes by discussing managerial implications for industry and government. 1.Introduction The increasing competition and globalization of industries, markets and technologies has raised the demand for outside-in innovation and

6、 acquisition of technology through integrated innovation clusters. Companies need to develop cluster competence in order to link their organizations to other players in the market to allow interactions beyond organizational boundaries. The formation of clusters of innovation is a useful concept for

7、transforming both tangible and intangible knowledge into embodied and disembodied technical change.Clusters are defined as selected sets of multiple autonomous organizations, which interact directly or indirectly, based on one or more agreements between them. The aim of clusters is to gain a competi

8、tive advantage for the individual organizations involved and occasionally for the entire cluster as well. Cluster competence enables a company to establish and use relationships with other organizations.Previous studies also have examined the cluster structure, and some studies have addressed the cl

9、uster effect. A number of empirical studies have also provided evidence that clusters affect innovation performance. Particularly, in past studies scholars in the field of innovation systems have found it most useful to compare innovation systems between different industries or countries.On the othe

10、r hand, while a number of studies have documented the significant role of innovation system as well as its possible cluster drivers, little is so far known about the reflection of a link between national competitiveness and industrial cluster drivers. That said, related researches are mostly concern

11、ed with the topics of innovation and cluster development. Drivers of industrial clusters are seldom explored from the perspective of national competitive advantages as a whole. For instance, Lai, Chiu, and Leu explored the effects of industrial cluster on innovation capacity, and to study the impact

12、 of external resources on firms innovation capacity especially under Chinese regional economic policy. Cortright proposed seven drivers for the foundation of clusters, which include labor market pooling, supplier specialization, knowledge spillovers, entrepreneurship, path dependence and lock-in, cu

13、lture and local demand.Accordingly, in Section 2 we will then particularly introduce Porters diamond model, targeting the issue of measuring as well as analysing industrial clustering linked to national competitiveness enhancement.2. What factors drive industrial clusters to be nationally competitiv

14、e?2.1 Factor conditionsPorter agreed that a states or nations endowment of factors for encouraging production has a role in determining competitive advantage. However, Porter broadened the definition of factors for production into five major categories: human resources, physical resources, knowledge

15、 resources, capital resources and infrastructure.Abundant natural resources, which are factors of production, could provide the original momentum for establishing an industry. Their presence might also have enticed a predecessor industry to the location, thereby creating the initial framework for a

16、subsequent industry.The fact that competitive pressure compels firms to innovate in order to overcome their microeconomic environments disadvantages represents a major theme in Porters work. The remaining fundamental determinants in the model play an important and powerful role in inciting firms to

17、innovate so as to remain competitive players in their industries. Specialized factors of production are skilled labor, capital, and information infrastructure. Specialized factors involve heavy, sustained investment and they are more difficult to duplicate. These factors include entrepreneurship and

18、 venture capital.2.2 Local demand conditionsConsumer demand plays possibly the most important role in forming and building up an industrial cluster. A large number of industrial customers in the nearby area create sufficient demand to enable suppliers to acquire and operate expensive specialized mac

19、hinery.Porter has argued that a sophisticated domestic market is an important element for producing competitiveness. Firms that face a sophisticated domestic market are likely to sell superior products because the market demands high quality, and a close proximity to such consumers enables the firm

20、to better understand the needs and desires of the customers. As a result, demand conditions can stimulate an industry through local demand for a product that also proves viable in regional, national and international markets.2.3 Related and supporting industriesSpatial proximity of upstream or downs

21、tream industries facilitates the exchange of information and promotes a continuous exchange of ideas and innovations. The availability, density and interconnectedness of vertically and horizontally related industries are important drivers for industrial clusters. This includes suppliers and related

22、industries.Related industries refer to firms that provide complementary products or services to one another. While competing on the basis of their value chain management within their productor service-specific industry, they might share or coordinate certain activities, such as distribution, technol

23、ogy development, manufacturing, or marketing (Porter 1998). Competitive related industries can provide opportunities for technological exchanges and, possibly, can accelerate the development of competitive local supplier industries serving both. However, close working relationships among related ind

24、ustries do not happen automatically. Related industries must explicitly seek to forge alliances that will add to their competitive advantage.2.4 Firm structure, strategy, and rivalryPorter argues that intense competition spurs innovation. The world is dominated by dynamic conditions. Direct competit

25、ion impels firms to work for increases in productivity and innovation. Firm strategy, structure and rivalry refer to the various approaches to a firms inception, organization and management that establish the context for local rivalry and competitive advantage.Differences in management systems and o

26、rganizational structure offer opportunities for establishing competitive advantage. Relationships between labor and management represent a particularly important element for the firm, given their powerful impact on the process of innovation and improvements. Porter established that rivalry with dome

27、stic firms proves to be more beneficial than other factors in terms of innovation and improvements. Local rivals compel one another to seek effective cost-cutting measures, product/service innovations, and organizational improvements. Local competitive pressure also leads to commercially successful

28、firms, which in turn, lures new firms to the industry.2.5 Government supportThe role of government in Porters diamond model is to act as a catalyst and challenger; it is to encourage or even push companies to raise their aspirations and move to higher levels of competitive performance. Government mu

29、st encourage companies to raise their performance, to stimulate early demand for advanced products, to focus on specialized factor creation, and to stimulate local rivalry by limiting direct cooperation and enforcing anti-trust regulations.Besides, government must provide the required infrastructura

30、l needs of the developing industrial cluster. The role of the government in a regional economy is necessarily a variable over the life cycle of the industry cluster, and as a result it needs to have the capability to identify and monitor the set of natural industries that exist within the region and

31、 their stages of development.2.6 CultureInnovation is an outcome of an innovative culture. Clusters with an innovative culture will increase the life-expectancy and productivity of the infrastructure and business capital that they host, and the productivity and prosperity of their community. Hall ar

32、gued that cultures vary greatly in the processing of information and patterns of communication. Cultural differences were found to predict stress, negative attitudes toward mergers and the lack of cooperation between firms subsequent to a merger. More relevant to our study, Olie has argued that the

33、blending of diverse cultures tends to be a challenging obstacle to successful collaboration.2.7 Cluster drivers and system-effectsIn this model, each industrial cluster driver not only interacts with the others but also affects the industrial cluster. The industrial clusters affect each driver correspo