- The Strategic Management of Place
- Talent, Cities, and Competitiveness
- Enabling Entrepreneurial Ecosystems
- Construction of the Cluster Commons
- Keeping Up In an Era of Global Specialization: Semi-Public Goods and the Competitiveness of Integrated Manufacturing Districts
- Something New: Where Do New Industries Come From?
- Local Competitiveness Fostered through Local Institutions for Entrepreneurship
- The National Resource Curse in the Arab Gulf: Rapid Change and Local Culture
- The Role of Universities in Local and Regional Competitiveness
- The Grand Challenge Model of R & D
- Commercialization or Engagement: Which Is of More Significance for Regional Economies?
- Philanthropy, Competition, and Local Competitiveness: A Schumpeterian Conundrum
- Local Policies for High-Growth Firms
- Innovation Brokers
- Swimming Upstream: Why Regional Economic Development Depends on National Economic Competitiveness
- Competitive Advantages from University Research Parks
- The Co-creation of Locally Useful Knowledge by Business Schools
- Entrepreneurship and Sustainable Development: The Relevance of Shaping Intertemporal Local Intangible Conditions
- In Search of New Competitive Advantage: Japan’s Local Firms in Sustainable Business
- Assessing State-Level Science and Technology Policies: North Carolina’s Experience with SBIR State Matching Grants
- Clusters, Communities, and Competitiveness: An Emerging Model from America’s Midwest
- Lessons on Microenterprise Development from a University-Based Microlending Development Program
- A Region in Transition: Bottom-Up Economic Transformation in Postconflict Northern Ireland
- The 2008 Economic Crisis and Its Impact on Universities’ Competitiveness
- Smart Specialization and European Regional Development Policy
Abstract and Keywords
There is an extensive literature linking clusters to innovation, through the mechanism of knowledge spillovers. This chapter argues that, in order for such innovation dynamics and knowledge spillovers to evolve, there must be a “cluster commons,” where individuals, firms, and organizations can exchange information, interact, and initiate collaboration. A well functioning commons is not an automatic or natural phenomenon. Instead, clusters are typically characterized by considerable gaps between firms and between firms and related organizations, both within the cluster and to outside markets and clusters. Bridging the seven cluster gaps through a commons involves construction by both invisible and visible hands. The chapter sets out to develop the concept of the cluster commons and shows how it can be constructed and kept, in order to avoid the tragedy of the commons.
Center for Strategy and Competitiveness, Stockholm School of Economics
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