Rachel Bocquet

Knowledge governance within clusters: the case of small firms

Despite the vast literature on knowledge management, little research has addressed the specificities of knowledge integration at the cluster level. Moreover, the literature on clusters has not focused on the role that governance may play in knowledge management. Anchored in a knowledge-based perspective, this paper aims at bridging the two fields, filling the gap by analysing the role of cluster governance in knowledge management. An empirical study of two small French firm clusters was carried out based on 29 interviews. The data analysis consisted essentially in content analysis. The clusters studied were characterized by distinct knowledge management processes. In both cases, governance was necessary in order to support knowledge integration by member firms. Our results suggest that establishing an initial common knowledge base seems to be a prerequisite in order for the external knowledge identification and acquisition processes to take place. The activist role played by governance also seems more efficient than that of a broker. We discuss these results and their implications for policy-makers and cluster members.

Can a governance structure foster cluster ambidexterity through knowledge management? An empirical study of two French SME clusters

To identify how a governance structure leads to ambidexterity at the cluster level, in terms of knowledge management, this study draws on the knowledge -based view of clusters and on ambidexterity literature, thereby exploring an ‘intermediated’ cluster model of ambidexterity. Our aim is to explore the governance structure’s role and priorities in terms of knowledge management, as well as the underlying operational actions and programmes implemented to achieve cluster ambidexterity. Qualitative research, based on interviews with members of two French clusters, reveals that their governance structure is a crucial intermediary organisation that supports cluster ambidexterity. The results emphasise the role of governance structures for two types of ambidexterity in small and medium-sized enterprise (SME) clusters: First, SMEs may specialise in exploitative or exploratory knowledge, and the governance structure provides the missing knowledge (intermediated specialised model). Second, cluster governance may help each firm become ambidextrous (intermediated dual model). This study outlines the specificities of the two models and their contingency factors, which offer interesting implications, especially for policymakers devoted to innovation and clusters.

The Role of Cluster Intermediaries for KIBS’ Resources and Innovation

Knowledge‐intensive business services (KIBS) help manufacturing firms boost their innovation activities, yet the question of which kinds of resources and intermediaries KIBS need for their own innovation activities remains largely unstudied. The current article investigates whether clustered KIBS might need an intermediary to access innovation resources, by studying the effects of network administrative organizations (NAOs) on KIBS’ resources for innovation. Using a survey of 53 KIBS in a French cluster, the authors find that NAOs directly affect both KIBS’ internal and external resources for innovation. They also study the intermediary effect of NAOs on KIBS’ absorptive capacity and provide recommendations for public policy to boost clustered KIBS’ innovation intensity.