Torben Damgaard

Cluster Facilitation from a Cluster Life Cycle Perspective

Clusters influence the way firms cooperate, organize and compete, but clusters and their related benefits rarely come spontaneously in a straight line of expansion. It is argued that clusters typically develop in accordance with a life cycle, which includes an evolutionary sequence of steps where actors from the private and public sectors are engaged and where one or more cluster facilitators are coordinating and promoting the process. In the literature, the role of cluster facilitators has almost exclusively been described as static, leaving a research gap about how this particular role changes during the life cycle of clusters. Inspired by that research gap, this paper contributes to the understanding of the relationship between cluster development and cluster facilitation. It brings forward a framework for describing and discussing the exact changes taking place in the role of cluster facilitators, including the facilitation focus, competencies and tasks that they make use of along the cluster life cycle. This investigation is based on a multiple case study consisting of nine different clusters located in Denmark.

Suppliers' opportunity enactment through the development of valuable capabilities

Purpose – The purpose of this paper is to describe the development and application of a theoretical framework to examine the connections between different types of suppliers, their capabilities and opportunities in customer relationships, and the illustration of these connections through the findings from empirical case studies of small and medium‐sized suppliers in the metal industry in Denmark.Design/methodology/approach – Multiple case studies involving 17 small and medium‐sized suppliers within the Danish metal industry were undertaken.Findings – By focusing on the development of capabilities that are “valuable” to customers in specific types of supply, small and medium‐sized suppliers may improve their responses to opportunities in their customer relationships.Research limitations/implications – Further investigation is needed on the longer‐term impacts of valuable capabilities on opportunity enactment by suppliers, and the examination of key issues arising from these findings across different indust...

The Beauty of Measurements

Purpose – There is a clear focus upon increasing research output, improving research quality and securing closer interaction between universities and the private market of businesses. Research should be evaluated according to usefulness and relevant criteria, where increased competition between universities and business schools for research grants should be established, such that the greatest number of publications, with the highest impact factors and most citations trigger most funding. Measurements and rankings have become hot topics for universities and business schools – this paper aims to discuss possible measurements and ranking impact for research and education.Design/methodology/approach – This paper discusses development trends in research and education based upon available research literature and analyses a brief questionnaire‐survey completed by professors from 13 different European countries, which includes quantitative and qualitative features.Findings – There is a clear trend towards publish...

Qualitative methods in business studies

This paper focuses on the use of qualitative studies in business to business research. It highlights some of the differences and similarities between qualitative methods to illustrate the methodological consequences of choosing one method in preference to another. Three methods are presented: The Case Study Method, Grounded Theory, and the Humanistic Inquiry. A general presentation of each of the methods is followed by a description of their use in practice—how is research planned and performed according to each method? Finally, a critical review of the three methods is made. it is emphasized that choice and use of qualitative method must be consistent with the problem, the type of explanation to be used, and the theory in use. Further, it is demonstrated how the choice of method will have crucial consequences for the direction and conclusion of a study. To use qualitative methods in business to business studies the researcher must meet critical methodological demands; why a method is chosen, how it can be used, and in which way it is possible to triangulate with other methods.

What is in it for me?: Firms strategizing for public-private innovation innovation

Purpose Public-private innovation (PPI) is often claimed to contribute to societal welfare, to bring positive effects to the public sector and to open new markets to private firms. Engaging in public-private relationships for innovation is, however, also recognised as challenging and problematic. The purpose of this paper is to discuss the managerial and strategic challenges faced by private firms when engaging in public-private relationships for innovation. Design/methodology/approach This qualitative study presents ten firms’ engagement in public-private relationships. Half of them are experienced in innovation in public-private relationship, the other half are engaging in public-private relationships for the first time. Cross-case analysis brings insight into how these different types of firms strategize for handling relationships with public partners. Findings Contrary to non-experienced firms, experienced firms deliberately build a long-term strategy for engaging in PPI in expectation of outcome from more than a single project. They not only engage in building an understanding of the public using setting, but also seek to bridge with the public developing and producing setting to a greater extent than less experienced firms. The experienced firms utilise relationships with actors in the wider public network as a device and an asset for overcoming challenges and for reaping benefits from their engagement. Originality/value The study outlines the characteristics of strategizing among the most experienced firms and their special ability to embrace the complexity of the public sector network while working simultaneously on developing innovation for specific public counterparts.