驱使产业集群成为国家竞争力外文翻译.docx

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