定义产业集群外文翻译.doc

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1、定义产业集群外文翻译 外文翻译原文Defining Industry Clusters Material Source: Journal of Business Venturing Author: Nancy Lenhart WHAT ARE INDUSTRY CLUSTERS? Industry clusters are geographic concentrations of competing, complementary, or interdependent firm sand industries that do business with each other and/or hav

2、e common needs for talent, technology, and infrastructure. The firms included in the cluster may be both competitive and cooperative. They may compete directly with some members of the cluster, purchase inputs from other cluster members, and rely on the services of other cluster firms in the operati

3、on of their business. Clusters may get their start in any number of ways. For example, a cluster may form around a large competitive firm, such as Medtronic in the Twin Cities or Microsoft in Seattle. The presence of and support of a major research institution may spur the development of a cluster,

4、such as the information technology clusters in Silicon Valley and the Boston area. Special infrastructure conditions, or resources may also support the development of industry clusters. Examples include the wood products cluster in northern Minnesota, the wine industry in northern California, and to

5、urism in southern Florida. Industry clusters are dynamic entities. They may change as the industries within them change or as external conditions change. For example, as the computer hardware industry changed, the Twin Cities and Boston hardware clusters lost prominence in their states economies and

6、 nationally. Both areas are trying Sometimes an industry cluster will spawn an entirely new cluster. The aerospace cluster in Southern California has spawned several other clusters that rely on related engineering skills and technologies. An important characteristic of clusters is that they are cent

7、ered on firms that sell outside the local, state, or even national market. These exporting firms are driving forces in a regional or state economy. They bring money into the area and support many local industries. Clusters may include government, nonprofit organizations, educational institutions, an

8、d other infrastructure and service providers whose presence is key to the strength of the cluster. The California wine cluster provides a good example of the complex nature of an industry cluster. The cluster includes 680 commercial wineries and several thousand independent grape growers; suppliers

9、of grape stock, irrigation and harvesting equipment, barrels, and labels; specialized publishers, public relations firms, and advertising agencies; world-renowned programs at the University of California; the Wine Institute; and special committees of the California senate and assembly. An industry c

10、luster is an interconnected group of industries and firms. It differs from trade associations, which may have a narrower membership and focus. A trade association, for example, may include the members of a single industry and focus entirely on lobbying. By contrast clusters are agglomerations of reg

11、ional industries and interdependent firms that are key to the success of the industry in the state. Organized industry clusters contribute broadly to the well-being of the region by addressing workforce recruitment and training issues, developing needed infrastructure, and establishing research and

12、training programs at universities and technical colleges, to name a few. INDUSTRY CLUSTERS AND COMPETITIVENESS Harvard Business School Professor Michael Porter has examined industry cluster in cities, regions, states, and internationally. Based on his research, he developed the Diamond of Advantage,

13、 a model that offers insights into industry clusters and competitiveness. Porter contends that regions develop a competitive advantage based on their firms ability to continually innovate, and that economic vitality is a direct product of the competitiveness of local industries. The factors that dri

14、ve innovation and a clusters growth include: FACTOR CONDITIONS: such as a specialized labor pool, specialized infrastructure, and sometimes selective disadvantages; HOME DEMAND: or local customers who push companies to innovate, especially if their needs or tastes anticipate global or local demand;

15、RELATED AND SUPPORTING INDUSTRIES: nationally competitive local supplier industries that create business infrastructure and spur innovation and spin off industries; INDUSTRY STRATEGY, STRUCTURE AND RIVALRY: intense rivalry among local industries that is more motivating than foreign competition, and

16、a local culture that influences individual industries attitudes toward innovation and competition. In addition to these conditions, Porter includes the roles of government and chance. Historical accident and/or government actions tend to play significant roles in the development or location of indus

17、try clusters. INDUSTRY CLUSTER STRATEGIES Several states and regions have made industry clusters a focus of their economic development efforts. Many individuals involved in economic development policy have found that a cluster strategy offers an efficient and effective way to deliver programs and se

18、rvices to industry, build on the strengths of the regional economy, and foster economic development. Industry clusters also highlight relationships among industries and the organizations that contribute to the clusters success. The degree to which a state or region may use an industry cluster strate

19、gy varies. States, such as Arizona and Oregon, have structured their state economic development initiatives using and industry cluster framework. These states coordinate their agencies efforts to work with the industry clusters. While the state serves to coordinate efforts, typically industry leader

20、s drive the cluster. State and regional institutions, such as education and training providers, research institutions, transportation and technology providers, economic development agencies, provide important support to the cluster as well. Thus, instead of three agencies with three different and un

21、coordinated programs focused on the same industry or cluster, they work collaboratively. Agencies in this scenario, generally work with the cluster rather than individual firms to understand and address key concerns. Other states and regions, including Minnesota, have used industry clusters in a muc

22、h more limited fashion. To date these efforts have not fully coordinated government agencies, industries, and education. For example, the Minnesota Department of Trade and Economic Developments industry specialist positions were created to increase understanding of and facilitate the delivery of ser

23、vices to specific industries in the state. The Minnesota State Colleges and Universities Systems M n SCU recent effort to work with industries to develop training programs and curriculum is another example. Other agencies may work with the same or different groups of industries however these efforts

24、 are generally not coordinated with a team of industry leaders or across public agencies. Industry cluster strategies, unlike industrial policies, do not necessarily involve government creating special advantages for some industries at the expense of others. In Arizona, for example, the state does n

25、ot provide the cluster groups with any money, nor does it limit the clusters with which it works to a set 9 number. In that state, the self-identification of clusters is both expected and encouraged. If a cluster can organize itself and show its value to the economy, the state will work with it to b

26、ring in government, education, and other support groups to form a working cluster. Benefits of an Industry Cluster Strategy An industry cluster strategy offers a state or region several benefits and opportunities. A clear benefit is the ability of industry, government, and education and to work coop

27、eratively to strengthen both state and regional economies. This leads to more efficient and effective use of public and private resources and helps a region or state develop strong and dynamic clusters. These clusters will spawn additional economic growth. A cluster strategy can also help a region o

28、r state address critical issues such as human capital and workforce development, infrastructure planning and development, and rural and community development. OPPORTUNITIES CREATED THROUGH A STATEWIDE INDUSTRY CLUSTER STRATEGY An industry cluster strategy offers significant opportunities for a state

29、 or region by highlighting key business relationships and linkages. States and regions are often motivated to adopt an industry cluster strategy as a result of a crisis: high unemployment, a recession, a stagnant economy, real estate collapse, or loss of a key industry. However, states and regions c

30、an also be enhanced by the opportunities created through cluster-based approaches. Examples of some of the opportunities created are summarized below. The development and improvement of infrastructure often requires large-scale investment and planning. There is invariably more work to do than resour

31、ces available to do it. An industry cluster strategy helps a state or region set priorities for these major investments and ensures that infrastructure is appropriately developed to ensure the greatest effectiveness and efficiency. For example, if Minnesotas information technology cluster is an impo

32、rtant to the states economy, then significant and appropriate investment in telecommunications infrastructure and workforce development may be beneficial to spur cluster growth. Similarly, if a key cluster in a rural region is having difficulty shipping its large equipment out of the area, efforts s

33、uch as road improvements could be made to facilitate product distribution. The pay-off is healthier industries that generate more economic activity and, thus, provide tax revenue for additional infrastructure investments. It makes sense for rural regions to focus on strengthening existing industries

34、. By supporting and developing strong clusters that promote exchange and collaboration among firms and cooperation with government and education, rural regions strengthen their own economies. Regions can strengthen existing industries, develop an attractive business climate, and foster new business

35、growth by maintaining a strong regional economic base and investing in the skills of the new and incumbent workforce. In a strong cluster, entrepreneurs may leave larger firms to create their own businesses. This trickle -down effect of 10 new firms tends to complement and/or compete with existing f

36、irms, which in turn stimulates innovation and cluster growth. With regard to training, instead of creating a variety of programs around the state to train precision manufacturing workers, educational institutions can work with industry to determine the key needs, develop the curriculum, and deliver

37、it in regions where demand exists. This saves time for educators and industry and helps ensure that students receive the latest training and develop transferable skills A cluster approach also offers industry an opportunity to expand in international markets and create joint ventures. Those industri

38、es already selling to or working with firms abroad can help open the doors for other cluster members. Their complementary products might also be marketed jointly. Firms within the cluster might form joint ventures to meet market needs outside the country or may partner with firms in clusters elsewhe

39、re to produce new products. An isolated firm working on its own and relying just on government export assistance is not going to have the same opportunities as an entire cluster working to expand its international presence.译文定义产业集群 资料来源:商业冒险期刊作者:南希 林哈特 什么是产业集群? 产业集群反映了企业在相关的商务联系根底上所存在的地理组合现象,在集群企业之间

40、有不同程度的交互作用,从松散的企业网络协会到多种形式的合作与竞争。集群内的这些公司存在既竞争又合作的关系。他们可能与集群内的一些成员存在直接的竞争关系,也可能会向集群内的成员进行采购,并依靠其他集群内成员的效劳来运作自己的业务。 集群的形成有很多途径。例如,一个集群可能围绕着一个很大的竞争性企业而形成,像双子城的美敦力公司或者西雅图的微软公司。存在和支持的主要研究机构的开展可能刺激簇,例如,信息技术集群在硅谷和波士顿地区。特殊的根底设施条件或资源也可以支持集群产业的开展。例子包括木制品集群在明尼苏达北部,酒业集群在加利福尼亚州北部,弗罗里达州南部的旅游集群。 产业集群是动态的实体。他们可能会因

41、为他们的行业的改变或外部条件的变化而变化。例如,随着计算机硬件产业改变双子城和波士顿的计算机硬件的集群开展了整个州和国家的经济。这两个区域正在努力使产业集群产生一个全新的簇。而加州南部航空集群依靠相关的工程技术引进了其他几个集群。 产业集群的重要特征是它们集中于那些销售地,以及整个州内甚至整个国家市场的公司。这些出口公司是一个地区或国家经济的驱动力。他们为这个区域带了钱并促进许多地方产业的开展。 产业集群内可能包括政府、非营利组织、教育机构、以及其他根底设施和效劳提供商,它们是使集群存在的关键力量。美国加州葡萄酒集群提供一个很好的关于复杂自然产业集群的例子。集群内包括680家商业葡萄酒厂和几千

42、独立的葡萄种植者、供给商、灌溉和收割仪、水罐标签商、专业化出版商、公关事务所、广告代理公司、葡萄酒协会、加利福尼亚的专门委员会参议院等。产业集群内包括各种相互联系的公司。它不同于行业协会的关于更狭窄的会员及焦点问题。贸易协会,例如,可能包括一个单独的行业的成员和集中全部的精力活动。与此形成鲜明比照的是集群又是区域产业和相互依存的公司成功的关键。有组织的产业集群的奉献更广,针对该地区劳动力招聘和培训问题,开展需要的根底设施,在大学和科技学院建立研究及培训方案等,不一一列举。 产业集群和竞争力 哈佛商学院教授迈克?波特已经检查了产业集群在城市、地区、州所具有的重要意义。根据他的研究,他开发了钻石模

43、型的优点,一个可以洞察产业集群和竞争力的模型。波特认为开展企业的竞争优势是以企业不断创新的能力为根底的,这种经济活力是当地工业的竞争力直接产品。创新的驱动因素,而使中小企业集群的开展包括:因素条件: 如专业的劳动力市场、专业根底设施,有选择性的弊病当地需求:顾客尤其是具有当地或者全球预测的顾客可以推动创新相关配套行业:全国有竞争性的供给商可以创造商业根底设施和刺激创新和副行业行业战略、结构和竞争: 本地企业之间的剧烈竞争比国外竞争更加鼓励,而另一方面影响各产业的创新态度和当地文化的竞争。 除了这些条件,波特还指出政府的角色和机遇。机遇或政府行为在开展产业集群和选址是一个重要的角色。 产业集群战

44、略 有几个国家和地区把产业集群作为经济开展的重点。许多参与经济开展政策的个人已经发现了集群战略可以提供一个有效的方式来传达工程和效劳行业,可以建立区域经济和促进经济开展的优势。产业集群之间的关系也突显行业和组织能力,可以促进集群的成功。在某种程度上,一个国家或地区可能会使用多种多样的产业集群战略。比方亚利桑那州和奥勒冈州,已经使用首创精神和产业集群的框架来构建他们州的经济开展。这些国家协调他们机构的努力对产业集群产生作用。国家和地方机构,如教育、培训机构、科研机构、运输和技术供给商,经济开展机构,提供重要的策略来支持集群。这样,使三家公司在3种不同的并且不协调的工程集中变成同一行业,使他们工作

45、协作完成。在这种情况下,机构一般采用聚类而不是个人公司去理解和处理关键问题。 其他国家和地区,包括明尼苏达州,都以一个非常有限的方式来用产业集群。到目前为止这些努力没有全面协调政府机构、行业、和教育机构。例如,明尼苏达部门关于贸易和经济开展的“工业专家的职位是为了增进快递效劳效用,促进特定行业。明尼苏达州立大学系统MnSCU最近努力和企业开展培训方案和课程是另一个例子。其他机构可能与相同或不同群体的产业一起工作,然而这些努力正在产生不协调的行业的领导者。产业集群战略,不像产业政策,没有必要卷入政府创造独特的优点。如果一个集群能自我组织,以充分发挥其经济价值,国家将与其一起工作。包括政府、教育、

46、和其他支持的组织,形成了一个工作群。 产业集群战略的优点 一个产业集群战略提供了一个国家或地区的优点和开展机遇。一个明显的利益就是该产业、政府、教育机构,使它们彼此合作,加强区域的经济。这将导致更有效率和有效利用公共和私人资源,使一个地区或国家开展强大和动态集群。这些产业集群将产生额外的经济增长。一个集群战略也可以帮助解决一个地区或国家的关键性问题,如人力资本和劳动力的开展,根底设施规划和开展、农村和社区的开展。 全国范围内的产业集群战略的时机生成 产业集群战略给一洲和地区提供了一个重要的时机通过突出核心业务关系和链接。国家和地区往往是为了解决各种危机而建立一个工业产业集群,例如:高失业率、经

47、济衰退、经济停滞、房地产崩溃,或损失一个重要的产业。然后,国家和地区也可以通过产业集群创造的时机提高竞争力。例如下面总结的一些时机。大型根底设施的开展和改良往往需要投资于规划。 产业集群战略可以帮助一个国家和地区可以优先确定一些投资工程为了确保一些根底设施的最大效果和效率。例如,如果森林狼队的信息技术集群对该州的经济师重要的,那么在通信根底设施的相应投入和劳动力的开展就会有利于该集群的开展。相似的,一个农业地区的一个核心产业在运输方面存在困难,那么应该做的努力就是使公路进步方便产品销售。健康产业的盈利会产生更多的经济活动,从而提供税收为另外的根底设施做投资。 集聚方法也可以为企业提供一个进一步拓宽国际市场的时机,创造合资企业。这些已经将公司卖给或者已经跟国外的公司合作可以吸引其他的集群成员。产品互补也可以创造共同的销售开展。集群内的公司可能会形成合营企业相境外应对市场需求,或者与集群内的其他公司生产新的产品。一个以其自己的工作方式和依靠政府出口援助的孤立的公司,与一个作为一个整体的努力扩大其国际竞争力的集群相比,是不会有同样的时机的。