The Effects of Cluster Cooperation as a Source of Company Value Creation

Abstract

The objective of the study is to investigate the effects of cluster cooperation which might affect company value creation. The study has been developed among companies cooperating and competing within two Polish business clusters: aviation and fish products. Due to the fact that the data used was from the questionnaire in which the authors attempted to measure latent variables, such as competitiveness or cluster awareness, the results of the survey were subject to the partial least squares (PLS) analysis. In conclusion, cooperation between specialised and geographically concentrated entities shows benefits affecting the increase in productivity. However, the enterprises’ awareness of them benefiting from cluster cooperation and the formalisation of a cluster are not essential factors in the process of achieving additional benefits affecting company value creation.

Appendix

Questionnaire: The Survey Carried Out Among Cluster Companies

(Selected questions from the research project Identification of business clusters in Poland. Assessment of the potential internal effects of cluster cooperation. Implications for policy of regional development—questions’ numbers according to the previous survey)

• 3. The level of productivity measured by sold production per employee in your company is:

1	2	3	4	5
definitely lower than the average for your industry		comparable to or the same as the average for your industry		definitely higher than the average for your industry

• 5. Within 3 years you have noticed:

1	2	3	4	5
a clear upward trend of the average cost (relation of the total cost to sold production or turnover)		an unchanged/stable trend of the average cost (relation of the total cost to sold production or turnover)		a clear downward trend of the average cost (relation of the total cost to sold production or turnover)

• 7. How do you assess your competitive position in the market?

1	2	3	4	5
definitely lower than your competitors’ competitive position		comparable to or the same as your competitors’ competitive position		definitely higher than your competitors’ competitive position

• 8. The ability to introduce innovations determines the company’s competitive position from a long-term perspective. Have you introduced a minimum of one new or improved product or process within the last 3 years?

1	2	3	4	5
definitely agree		difficult to say		definitely disagree

• 10. One of the most important issues determining the competitive position of the company is access to highly skilled employees. Localisation of your company:

1	2	3	4	5
definitely does not help to acquire highly skilled employees		does not affect acquiring highly skilled employees		definitely helps to acquire highly skilled employees

• 12. The average costs of acquiring skilled employees in your market are:

1	2	3	4	5
definitely higher than the national average		difficult to say		definitely lower than the national average

• 13. The level of employee rotation in your market is:

1	2	3	4	5
definitely higher than the national average		difficult to say		definitely lower than the national average

• 14. Knowledge spillover and wide access to professional knowledge determine the company’s competitive position. Based on your experience, the localisation of your company:

1	2	3	4	5
definitely does not allow wide and relatively low-cost access to technological (patents and new technology) and market knowledge		does not affect getting wide and relatively low-cost access to technological (patents and new technology) and market knowledge		definitely allows wide and relatively low-cost access to technological (patents and new technology) and market knowledge

• 15. The formal and informal relations with science and R&D sectors are increasingly important to gain a competitive advantage. Based on your experience, the localisation of your company:

1	2	3	4	5
definitely does not help to develop such relations		does not affect developing such relations		definitely helps to develop such relations

• 16. Geographical concentration of the specialised companies in the same market increases the threat of imitation of technological solutions and business strategies. Based on your experience:

1	2	3	4	5
the threat of imitation is definitely low in your market		localisation does not affect the imitation		the threat of imitation is definitely high in your market

• 17. The formal and informal relations with your business partners are increasingly important to gain a competitive advantage. Based on your experience, the localisation of your company:

1	2	3	4	5
definitely does not help to develop such relations		does not affect developing such relations		definitely helps to develop such relations

• 18. Wide and low-cost access to new specialised subcontractors and suppliers helps to reduce total costs. Based on your experience, within your market:

1	2	3	4	5
it is definitely difficult to find new subcontractors and/or suppliers		localisation does not affect it		it is definitely easy to find new subcontractors and/or suppliers

• 21. Do you agree that competitive pressure is constantly rising in your market?

1	2	3	4	5
definitely disagree		difficult to say		definitely agree

• 25. The formal and informal relations with your competitors are increasingly important to gain a competitive advantage. Are such relations with competitors common practice in your market?

1	2	3	4	5
definitely disagree		difficult to say		definitely agree

• 26. Geographical concentration of the specialised companies in the same market increases the new entries. Do you observe a higher number of new entries in your market?

1	2	3	4	5
definitely disagree		difficult to say		definitely agree

• 27. In the case of some business sectors, localisation of the company depends on the long-standing tradition of running a business in a given area. Did business tradition play a big role in the decision on the location choice?

1	2	3	4	5
definitely disagree		difficult to say		definitely agree