1. The global cluster initiative survey
Based on „The cluster Initiative Greenbook” Orjan Sovell, Goran Lindqvist, Christaian Ketels

2. Clusters initiatives (CIs)
Organized efforts to increase growth and competitiveness of clusters within a region
Involve clusters, firms, government and/or the research community
CIs crucial for improving competitiveness and growth of clusters
Create a new form of partnership
4 components of Cluster Initiative Performance Model: 3 drivers-the social, political and economic setting, the objectives of the CI, the process by which the cluster initiative develops

3. Common elements of CIs Focus on microeconomic business environment
A long term agenda to improve competitiveness of clusters
An emphasis on regional and local areas
Improved networking among cluster firms, trust building and dialogue to create spill-overs
A mix of competition and cooperation as drivers of learning and innovation
A mix of SMEs and large firms
Learning and innovation based on a systems-view rather than on isolated firms

4. Characteristics of successful CIs
Success depends on national social, political and economic environment
Key factors: a high level of company trust in government initiatives, influential local government decision makers
Participation in a competition process to get government financing
Disappointing results related to poor consensus, weak frameworks, lack of strong networks, lack of offices and sufficient budget, neglecting brand building

5. the source of Cis:3 distinct policy fields
1. regional industry and SME policies
2. FDI attraction policies
3. science, research and innovation policies
Cis implemented to boost development in weak regions, to restructure declining clusters
The shift from cost cutting (subsidies, tax incentives) to promoting innovation and upgrading new partnership

6. How CIs evolve Often set up as government initiative
Usually 3 years needed to build up momentum for the CI
Financing: a lead role of government seed money, later membership fees more important
key challenges of CIs: setting objectives, monitoring performance, organizing CI process over time, integrating the CIs on microeconomic agenda

7. Microeconomic business environment
Despite globalization, countries, regions and industries different in terms of specialization, competitiveness and industrial dynamics
Sustainable competitive advantage created in the combination of internal and external resources, local and national business environment
Many technologies and skills spatially sticky
New technology often fine-tuned through interaction between firms and institutions in local clusters
Importance of common culture, the same language and network based on trust, face to face contact between people
Porter’s diamond model represents microeconomic environment
physical capital and to some extent human capital travel the world but social capital embedded in local culture and institutions

8. The firm and its environment
General business environment ↓
DIAMOND
CLUSTER
FIRM