Clusters and Competitive Advantage: The Turkish Experience by Ozlem Oz

By Ozlem Oz

This publication goals to explain the hyperlink among geographic clustering and overseas competitiveness in mild of the Turkish adventure, a subject matter that's excessive at the agendas of researchers in addition to coverage makers and strategic planners. the foremost findings of the research are mentioned with admire to the new debates on clusters to supply an entire account of what the Turkish event, while checked out from the point of view of the strategic administration self-discipline, bargains to additional highbrow pondering on clusters.

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An additional purpose of the chapter is to highlight the unique contribution made by the management literature in this regard. As Porter’s (1990, 1998) approach directly parallels the central concern of this study due to its focus on the link between clusters and competitiveness, the discussion will pay special attention to this approach and the literature it has spawned, after considering some recent studies in the general management literature that focus on different aspects of the issue. An overview As with the management literature in general, the literature on organization theory is becoming richer in respect of cluster-related studies.

For instance Padmore and Gibson (1998) have designed a model to describe and assess the strengths and weaknesses of regional industrial clusters using some dimensions of Porter’s diamond and applying the model at the regional level in British Columbia (Canada). Dobkins (1996) has modelled locales that produce goods for trade outside their boundaries, assuming monopolistic competition. This model was inspired by Porter’s (1990) story of the Montebelluna (Italy) ski boot industry, in which externalities, economic growth, and historical and spatial considerations were all present.

The high incidence of lawyers, accountants and auditors is presented as an indicator of the limited degree of informal, familial and communitarian trust in Silicon Valley, while the rapid turnover of employees reveals a commitment to innovation rather than to any particular company. Cohen and Fields conclude that there is trust in Silicon Valley, but it is of a specific kind. This commercially valuable and performance-focused trust is the building block of Silicon Valley’s ‘particular brand of social capital’.

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