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Clusters & Business Networks
Dr. Emanuela Todeva Director of Research Centre for Business Clusters, Networks and Economic Development
University of Surrey
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Clusters are agglomerations of firms & institutions, co-located in a geographic area, connected by value-added activities, and with access to benefits from input/output markets, infrastructure and environmental coordination via policies (E. Todeva, 2006).
Definition of Clusters
http://www.surrey.ac.uk/BCNED/
http://papers.ssrn.com/sol3/cf_dev/AbsByAuth.cfm?per_id=1124332
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LocationBoundaries
Bio-Medical & Health, Greater South East,
2008
Database Firms ‘Locational Concentration Across Regional Boundaries’ Greater South East, UK
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- The Use of complementary databases comprising of the entire population of firms and funded research projects
- Developed a Multi-Stage Cluster Methodology for Cluster mapping and analysis
- Investigating Brokerage, Intermediation, & Information sharing across firm / regional / country boundaries
Amadeus 2008
Diagnostics
240
Medical Care
4902
Social Care
3208
Medical Care Support Services
1154
Technical Support
265
Dental Practice
478
Telecare
63
Drug Development Support
376
Bio-pharma R&D
387
Integrated Pharma& Biotech
115
Health products & cosmetics
677
MedicalDevices
719
Bio-PharmaManufacturing
286
Bio-Pharma Support
496
TradePharmaceutical& bio-products
611
Pharmacies & Drug Stores
1161
Fitness & Wellbeing
309
TradeMedical & Optical
Products
813Universities / centres of excellence
in research
61
© Todeva, 2008
Activities &Transactions
Database Firms ‘Concentration of firms in the Value Chain in the Region’ Greater South East, UK
Bio-Medical & Health, Greater South East,
2008
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Cluster Value Chain: SURGICAL & MEDICAL INSTRUMENTS MANUFACTURING(198 firms, ties between firms based on 5 or more shared industry codes)
(87% of firms have the core industry codes: 334510 Electro-medical and Electrotherapeutic Apparatus Manufacturing; 334517 Irradiation Apparatus Manufacturing; 39112 Surgical and Medical Instrument Manufacturing; 339113 Surgical Appliance and Supplies Manufacturing)
© Todeva (2007)
Holding companies
All other personal care stores
Wholesale
Misc. metal products
Electro-medical, electro-therapeutic, irradiation apparatus; surgical & medical instruments;
surgical supplies manufacturing
R&DPlastic
products
198 firms87% in 4 coreindustries
Misc electrical equip & component
manuf.
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Regional Inter-University Alliances & Partnerships
Bio-Medical & Health, Greater South East,
2008
Database Research Projects‘Regional University Collaborations’ Greater South East, UK
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45403530252015
Std.Deviation
20
15
10
5
0
Med
ian
'02 '03
'04
'05
'06'02 '03
'05
'06
'03'04
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'02 '03
'04
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'02'03
'04 '05
'06
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'03
'04 '05'06'02'03
'04
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'06
'02'03
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'06
'02
'03
'04
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'06
Fit line for Total
16.HealthProd&Cosmetics
10.TradeMed&OpticalProducts
9.Telecare
8.MedicalDevices
7.Diagnostics
6.BioPharmaSupport
5.TradePharmaceuticalProducts
4.IntegratedPharma&Biotech
3.BioPharmaManufacturing
2.DrugDevelopmentSupport
1.BioPharmaR&DCluster
Risk-adjusted Performance
© Todeva, 2008
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Location of Capabilities
Bio-Medical & Health, Greater South East,
2008
Database Firms ‘Regional Concentrations of Capabilities Measured with a Two-mode Graph of Relationships Between Regions and Clusters’ Greater South East, UK
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RELATIONSHIPS
STRUCTUREACTORS
culturalapproach
relationalapproach
structuralapproach
The Network Diamond
Emanuela Todeva (2006) Business Networks: Strategy and Structure, New York: Taylor & Francis.
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RELATIONSHIPS
STRUCTUREACTORS
structuralapproach
culturalapproach
relationalapproach overlapping networks
multiplexity & dynamics
structure of social relations
bonds & network
ties
embeddedness
roles, status, network position
knowledge & technology interactions
interconnected industrial markets
supply chain
cognitive & structural balance
generalisedexchange
transitivitydiffusion
power dependence
purposefulaction
resource flows activity links
resource dependence
norms, rules, institutions
cultural artefacts / entities
context / actor-world
text, stories, myths, ideas
technology, standards
heterogeneity
network processes – selection, enrolment, translation, staging, representation, framing
the effect of outcomes
© Todeva, 2006
Theoretical Approaches
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The Behavioural System of Business Networks
Reactive & Strategic Behaviour in Networks
Firm’s conditions & attributes Business operations
Market conditions
Manageability/Control Legitimacy & Role
Relational framework/ context
Relational attributes
Industry conditions
Factor conditions
Mediating factors
Other connected activities
Decision making & goal settingNegotiating identities, interests & agreementsBargaining & negotiating contractsAscribing and accepting rolesStructuring information flowCoordinationMaximising profits, payoffs, benefitsMinimising costs / Sharing costsOptimising behaviour & maximising ‘expected utility’Manage the use of their assetsAccumulation of heterogeneous resourcesInvestment in assets capabilities & relations (incl. diversifying assets & capabilities)Building strategic capabilitiesSpecialisationInitiation of contacts and entrepreneurshipContracting resourcesDeveloping relationshipsExtending commitments to partners (buyers, suppliers)Acquiring & maintaining powerMonitoring & evaluation of partners, building expectationsExchange of incentivesStrategic positioningMimicry, conformity & complianceLegitimacy seekingForming coalitions and partnershipsCooperation for a final outcomeLearningKnowledge sharingManipulating external & internal environment
f a c t o r s © Todeva, 2006
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EGOALTER
Attributes /Affiliated members
and sub-units
Dyadic & Multilateral Relationships
E. Todeva, 2003
EGO
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Initiating a link(including learning about the other)
Establishing a relationship
(including certain reciprocity)
Market transaction
(including agreement)
Repetitive transactions (including a partnership agreement)
Mutual recognition between human actors, or interaction with objectsSingle exchange of resourcesbetween human actorsRepetitive exchanges, employing an object into a process
Knowing someone or something
Relation / Association between subjects & objects
►▼◄
♦◘
Co-presence in a field
Interconnected relationships
(including transactions & resource flows)Community exchanges& interconnected processes
POTENTIALRELATIONSHIP
LONG-TERM RELATIONSHIP
DYADIC MARKET RELATIONSHIP
INTERACTION / COMMUNICATION LINK
NETWORK RELATIONSHIP
PRE-RELATIONSHIP
© Todeva, 2006
Evolution of Network Relationship
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Types of Structural Configurationshierarchical organisation(Weber, 1947)
trans-national (Bartlett & Ghoshal, 1989)
multidivisional organisation(Simon, 1962; Chandler, 1962; Williamson, 1975)
matrix organisation
functional organisation
horizontal organisation / value-chain, supply chain - through vertical integration of activities (Porter, 1986)
hegemonic / Ego-centred
clustered / dispersed / distributed
circular / regular / small-world
universal / core-periphery / scale-free
heterarchy (Hedlund, 1986)
community / dispersed / distributed
hybrid organisation(Miles & Snow, 1986, Powell, 1987) broker
producerdesigner
distributorsupplier
▼◄♦◘▼ ▼ ▼
industry groups (Porter, 1980)
© Todeva, 2006
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Hegemonic Tree Circular Regular Universal Value Chain
Clustered Core/Periphery (Scale-free) Small world
© Todeva, 2006
Network Structure
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hegu, hui, guanxi, kongsi
Chinese Family & Community Business Networks
© Todeva, 2005
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Shacho-kai
First tier suppliers
Second tier suppliers
GROUPBANK
Japanese Keiretsu Networks
© Todeva, 2005
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Sogo Shoshatradingcompany
Foreign partners
BANK
Keiretsunetwork
Firms
Japanese Sogo Shosha Networks
© Todeva, 2005
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family
Korean Chaebol
© Todeva, 2005
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Types of Supply Chain Networks
• Ego-centred• Dispersed• Project based• Value-chain based• A combination of value-added
chains & strategic control networks
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Global Commodity Chains
DISTRIBUTORSERVICEPROVIDOR
MANUFACTURERBANK
MARKETING
TRADINGCOMPANY
INTERMEDIARY RETAIL
SUPPLIERS
Value Chain Supplier Networks
© Todeva, 2005
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Distributed Supplier Networks and Commodity Chains
BUYERPRODUCER
MANUFACTURERBANK
TRADINGCOMPANY
SUBCONTRACTORDISTRIBUTOR
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value co-creation
value measurement
valuediffusion
value-in-context
value-in-exchange
valuecreation
value extraction
© Todeva, 2014
Network Approach to Value Management