Table 3.6: Prevalence of external economies Number of Evidence of External Economies Clusters Availability of Labour Supply 18 Availability of Suppliers 23 Customer Attraction 22 Inter-firm specialization 19 2 External Economies 5 3 External Economies 8 All 4 External Economies 12 International experience shows that clusters achieve collective efficiency when members build on these accidental external economies and take deliberate joint action to strengthen cluster performance. Table 3.7 considers three types of joint action skill development, marketing and logistics and – – the extent to which this is associated with cluster dynamism. Approximately 75% of the 16 clusters cooperating in skill development have experienced sustained growth or upgrading, or both. A smaller number of clusters cooperated in either marketing (10 of 25 clusters) or logistics (11 of 25 clusters). Logistics cooperation is particularly closely associated with growth and upgrading, whereas joint marketing does not appear to be as important. The more clusters engaged in different types of joint action simultaneously, the more likely this was associated with cluster dynamism. Once again, causality cannot be imputed from these aggregate data alone. Table 3.7: Cluster dynamism and join action Evidence of Dynamism Number of Growth & Evidence of Collective Activity Growth Upgrading Clusters Upgrading Learning 12 11 10 16 Marketing 8 6 6 10 Logistics 10 10 10 11 1 Collective Activity 0 3 2 5 2 Collective Activities 7 5 5 9 All 3 Collective Activities 5 5 5 5
Table 3.6: Prevalence of external economies Evidence of External Economies Number of Clusters Availability of Labour Supply 18 Availability of Suppliers 23 Customer Attraction 22 Inter-firm specialization 19 2 External Economies 5 3 External Economies 8 All 4 External Economies 12 International experience shows that clusters achieve collective efficiency when members build on these accidental external economies and take deliberate joint action to strengthen cluster performance. Table 3.7 considers three types of joint action – skill development, marketing and logistics – and the extent to which this is associated with cluster dynamism. Approximately 75% of the 16 clusters cooperating in skill development have experienced sustained growth or upgrading, or both. A smaller number of clusters cooperated in either marketing (10 of 25 clusters) or logistics (11 of 25 clusters). Logistics cooperation is particularly closely associated with growth and upgrading, whereas joint marketing does not appear to be as important. The more clusters engaged in different types of joint action simultaneously, the more likely this was associated with cluster dynamism. Once again, causality cannot be imputed from these aggregate data alone. Table 3.7: Cluster dynamism and join action Evidence of Dynamism Number of Clusters Evidence of Collective Activity Growth Upgrading Growth & Upgrading Learning 12 11 10 16 Marketing 8 6 6 10 Logistics 10 10 10 11 1 Collective Activity 0 3 2 5 2 Collective Activities 7 5 5 9 All 3 Collective Activities 5 5 5 5