1、 1 外文翻译 原文 Industry and Knowledge Clusters Material Source:CNKI Author: Karl Eric Sveiby Some local communities are in better shape nowadayseconomically and sociallythan for generations. This unprecedented economic development has not been inspired by governments, but is the result of organic growth
2、. The clustering process is fed and catalyzed by community-rooted entrepreneurial heroes and probusiness academics too. They are the “food molecules” without which the “cluster reaction,” which gives shape to a collectively autocatalytic system, would only take place with great difficulty. Willingne
3、ss and capability of the key players to generate new relations in the system determine the pace of growth of the cluster. An industry clusteras a self-sustaining, self-reinforcing group of businesses has been termedgenerally centers around a core of highly specialized enterprises in the same industr
4、y enriched by close links with supporting firms that produce what the former need. Core businesses are privately owned and are often family-run businesses and family-controlled groups, few of which are listed on the stock market. Industry clusters are governed by the rule of the authority and delega
5、tion under the jurisdiction of the industrial leader(s).The idea is that companies should concentrate on a few processes while buying in the rest from third-party suppliers under long-term service agreements. This is the fact that features most prominently in the industry cluster economy. Industry c
6、lusters can be circumscribed using any combination of a broad spectrum of criteria. An industrial cluster can take different but also overlapping forms. Both faculty researchers and practitioners have provided several definitions. For instance, close geographical proximity of interconnected industri
7、es such as businesses that share similar workforce, input, or infrastructural needs gives rise to a regional cluster. Industrial districts are local clusters where spatial concentrations of micro-to-small inward-looking local firms and small-to-medium companies predominate. The latter often hold an
8、international niche leadership operating close to one Geographical proximity allows intense interaction and enables a large amount of information to be exchanged within and 2 between established webs of complementary or interdependent activities that form tight suppliercustomer links through a commo
9、n vision, leading to formal and informal networking. The core spawns new businesses and arouses plenty of rivalry between companies. Yet cooperation and trust occur at the core. Supporting firms include banks, accountants, lawyers, designers, freight forwarders, component producers, suppliers of spe
10、cialized inputs and their subcontractors, providers of raw materials, and equipment supply and service companies. another and producing similar goods. These firms are also engaged in interdependent production processes. This type is strongly represented in Italy, mainly in the northeast regions of t
11、he country, where industrial districts are a striking example of an evolutionary environment from the original structure of all-equal-small firms to a set of “wedges” with a prime company at the top. The OECD-DATAR first World Congress on Local Clusters pointed out similarities and differences chara
12、cterizing local clusters. The former encompass a high degree of market sensitivity, flexible means of production, and proximity-based interactions between firms. The latter include economic, cultural, and social assets, services, and levels of trust, latent co nflicts, and cut-throat competition amo
13、ng firms (OECD-DATAR 2001).Industry clusters are focused on buyersupplier relationships, common technologies, and distribution channels. By sharing functions such as order taking and shipping, companies in supply chains are able to reap economies of scale, thereby lowering chain members costs. Insid
14、e the chain, small and micro firms specialize in only one phase of the cycleresembling the configuration of a Roman phalanx, a body of soldiers in close formation for fighting In the case of the Italian districts, collaborative specialists are the primary participants in the phalanx. These are lowte
15、ch but highly skilled suppliers tightly closed to their primary customers. Along the learning process of collaboration, some firms assume the role of local decision makers. An evolutionary form of coordination then emerges, configured like a wedge. The leading company at the tip of the wedge embrace
16、s problem solvers or comakers involved in the early phases of the leaders development process and a platform of secondary and tertiary subcontractorsunderpinning the new business configuration. At this stage the architecture of collaboration shows a large gray area between propensity to binding comm
17、itments and propensity to opportunistic actions. In this type of environment joint projects between specialized organizations (e.g., industry associations and insider lobbies) are common. These generate publicprivate partnerships that often seek support from government programs. The prevailing busin
18、ess species in an 3 industry cluster community is symbionts seeking connection with other similar companies. The enlargement of the habitat populated by the symbiotic species facilitates more and stronger complementary links within the cluster. There are other species, such as the parasites who live
19、 at the expense of other species, the predators who hunt other species, and the table companions who bring no dowry with them and do not cause turbulence or interact with other species(but they are rare). A profound technology culture and a widespread entrepreneurial spirit from within the business
20、community are at the foundation of industry clusters success (Appendix 6 describes the success story of the packaging machinery cluster in Bologna, Italy). Industry clusters are remarkably resilient. “The speed at which labour, land and capital are reallocated is breath taking,” the experts say. Yet
21、, cluster decline, albeit genteel and relative if not absolute, is a potential problem or, worse, an inherent systematic feature of industry cluster dynamics .In fact, success through organic growth induces lock-in-or path dependence, which is a consequence of positive feedback that confines the clu
22、ster economy within the entrenched practices of thinking and doing things (Arthur 1989).The achievements of the past change into losing values. Know-how and skill, experienced workers, specialized infrastructure, inter firm linkages, strong political support and, in general, all the institutional, s
23、ocial, cultural, economic, and technological factors that once made it a successful cluster, then cause lock-in dependence. For example, Bolognas packaging cluster suffered from lock-in dependence dating back to the Industrial Revolution when the city was at the peak of its success in developing the
24、 wool and silk textile industry(for which it was renowned in Europe as Lyon).Precepts and forms of the new scientific and technology domain, together with workforce practices that the Industrial Revolution introduced, caused a deep and prolonged recession of the Bolognese economy, influenced by a “c
25、argo cult science” of people, who had difficulty in understanding the principles of the incoming scientific age. Nowadays, when a multitude of businesses are confronted with the leap from the industrial to the knowledge economy, from the production of “atoms” in form of machines that perform “cold”
26、or unintelligent functions to that of “bits” associated with machines that even affect our very culturein other words, from “making things” to “think-oriented, ideas-based businesses”reliance on past successes makes a cluster vulnerable to lock-in syndrome and “cargo cult.” New entrepreneurial heroe
27、s are heralded as essential to mastery of a new domain. Good character actors replace the protagonists, but the shape of things to come is traced by the emergence of new 4 leading personalities who are willing to change the fabric of traditional mental habits and conventional ideas supported by peop
28、le with similar thought processes. Policymakers and even businesspeople relabel knowledge clusters the existing industry clusters since a new knowledge-intensive industry has been added to them. From this view, people believe that they can buy pieces of knowledge from a knowledge firm as they usuall
29、y buy goods and services. What is missed is the importance of managing knowledge for doing current businesses in a different way or for introducing innovative activities. In this respect, communities, which are free of the cumbersome aftermath of the Industrial Revolution, are in a unique position.
30、Their ability to detect and manage knowledge sources, flows and processes instead of objects gives them instinctive and intuitive ways of understanding the business context of knowledge issues. These types of communities challenge the ways industry clusters behave and think. New electronic markets r
31、eshape the cluster system. They modify the rules of the game and cluster viability and sustainability. Companies that evolve an unrivalled ability to monitor every movement on their Web sites will make the most from unrestricted access to connections worldwide. New markets, new services, and new rev
32、enue streams will be created from the potential of unbounded-by-geography connections. Small firms can find niches that were not previously possible. Relationships with customers and suppliers will be redefined. New electronic markets reshape the cluster system.They modify the rules of the game and
33、cluster viability and sustainability.Companies that evolve an unrivalled ability to monitor every movement on their Web sites will make the most from unrestricted access to connections worldwide. New markets,new services,and new revenue streams will be created from the potential of unbounded-by-geog
34、raphy connections.Small firms can find niches that were not previously possible. Relationships with customers and suppliers will be redefined. An industry cluster is a business community rooted in a specific territory where feel and touch are the layers on which trust is constructed.The trust so gen
35、erated is the foundation for conducting transactions in markets that are bound by limited,physical dimensions. Entrepreneurs,employees,and other business-people interact with a fixed and often small number of other people in close, geographical proximity. 5 译文 产业集群与知识集群 资料来源 : 期刊网 作者： Karl Eric Svei
36、by 现在一些地方集群在经济和社会方面处在比前几代人更好的状态。虽然这项前所未有的经济发展没有受到政府的鼓舞，但它是有机增长的结果。集群过程是由社会上的英雄企业家和学者所培养和催化的，他们是“食物分子”并没有“群反应”，同时带来了很大的困难， 关键成员的意愿和能力在系统中产生了新的关系 并决定了群的发展速度。 一个产业集群作为一个自我维持，自我强化的企业组织被称为 一般的中心是 围绕在同行业中一个高度专业化的企业，通过与支持的企业紧密联系而变得强化的，进而生产前者需要的东西。 核心 公司 是私人所 拥有的， 往往是家庭式经营的企业和 家庭控制的团体 ，其中的一些在股票市场上市。产业集群是根据工
37、业领导人管辖下的专家和代表团的规则所治理的。这个想法是公司应该集中在少数过程上，应该在长期服务协议下向第三方供应商购买余下的东西。这就是 产业集群经济 中 最突出的 特征。 产业集群可以使用任何广泛标准的组合 。 产业集群可以采取不同的形式，也可以重叠。 研究人员和从业者 都 提供了多种定义 。打个比方， 地理上接近又 相互 密切 关联的行业 ，比如 有类似的劳动力 、 投入或基础设施 的 企业 就 产生了一个区域集群 。工业区是 微到小内向当地企业和小型到中型公司的空间浓度占主导地位 的本地集群。 后者经常 开展 国际 上的操作模式，以便接近另一些产品和生产类似的产品。 这些公司还从事相互依
38、赖的生产流程 。 这种类型 最有代表 性的是 意大利， 主要是在该国东北部地区 ，工业区是一个 环境 进化的突出例子，它 从一个所有平等小企业的原有结构进化到一个 “ 楔子 ” 集和一个主要的高级公司 。 经合组织 -达塔尔 在 第一次世界大会上指出产业集群 与 本地集群 的异同特征。 前者涵盖的市场敏感程度高 ，生产方式灵 活，在邻近的公司之间互动联系。 后者包括经济，文化和社会资产，服务和信任程度，潜在的冲突 和 企业间 激烈 的竞争（经合组织达塔尔 2001） 。 产业集群主要集中在买家和供应商的关系，共 同 技术和分销渠道。通过共享功能，如接单，航运，供应链公司都能够获得规模经济，从而
39、降低链成员的成本。 在链条中， 小型和微型企业专门从事一阶段周期类似的罗马方阵的配置 ，一对士兵在战斗中邻近的编队。 在意大利地区的情况下 ， 协同专家 是在 方阵中的主要参与者 ， 这些都是低技术，但技术娴熟的供应商紧紧 的靠近他们的主要客户。随着合作 学习过程 ， 一些企业承担 了 地方 决策者的作用 ，一种合作的进化形式再出现， 配置像一个楔子 。 领先的公司采用楔形尖端解决问题或 制造者从事在 领导者的发展过程早期阶段 ，6 一二级和三级基础分包商的新业务配置平台。在这个阶段协作的体系结构显示了 在 倾向 于 有约束力的承诺 和倾向于 机会主义行为 之间的 一个 巨 大的灰色地带 。
40、地理上的接近 加强了 互动 ，并使大量的信息被交换，建立了互补的网络和相互依存的活动， 通过一个共同的 视角 形成供应商与客户 之间 紧密的联系 ，从而进行 正式和非正式的 联网。 核心滋生新的业务 ，同时引起了公司之间的许多竞争， 然而，合作与信任 也 发生 在核心中。 提供支持的公司包括银行，会计师，律师，设计师，货运代理，部件生产，专门投入 的 供应商和 他们的 分包商，原材料供应商和设备供应和服务公司。在这样的环境 类型下在 专门组织之间 加入了项目 （例如，行业协会和内幕大堂）是常见的。这些产生公私伙伴关系 ，他们常常寻求政府项目的支持。 在一个产业集群 中， 当时经营 的 品种 是
41、 共生寻求连接 了 其他同类公司。 随着 人口稠密的栖息地扩大 ，有利于 共生物种群集内的互补性越来越强 ， 还有其他的物种，如寄生虫， 它们以牺牲其他物种为代价而使自己生存， 食肉动物 捕食 其他物种 ，并且它们的同伴也不会带来结交，同时不会 引起动荡或相互作用 于 其他物种（但他们是罕见） 。 一个深刻的科技文化 和从一个广泛的范围内商界的企业家精神 ， 是在产业集群成功的基础 。产业集群是非常有弹性。 “ 动力 、 土地和资本的重新分配是惊人的 速度，” 专家说。 然而，集群萎缩 尽管文雅和相对 的 如果不是绝对的，是一个潜在的问题，或更糟的是，一个产业集群动态的固有 系统 特征 。 事
42、实上，通过有机增长成功诱导锁定或路径依赖，这是一个积极的反馈结果 ，在 范围集群经济的内 思考和做事的 根深蒂固做法 （阿 瑟 1989 年） 。把过去的成就改成失去的价值， 知识和技能，有经验的工人，专业基础设施，企 业间的联系，强有力的政治支持，在一般情况下，所有的体制，社会，文化，经济和技术因素，使它成为一次成功的集群，从而导致锁定的依赖。 如今，当众多的企业都面临着从工业飞跃 到 知识经济，从 “ 原子 ” 产品的机械 形式 ， 执行 “ 冷 ” 或不聪明的功能 到 与机器有关的“ 位 ” ， 换句话说 就是影响了我们的文化，从“制造产品”到“想为导向，观念为基础的企业” -依赖过去的
43、成就 使集群容易锁定综合征和 “ 货物崇拜 ”，新的创业英雄被誉为是必不可少的一个新领域掌握。 决策者和商人重新标记，甚至现有的知识集群因为新的知识密集产业的产业集群已被添加到他们 。 从这个观点，人们相信，他们可以 从知识公司买到知识， 因为他们 常常 购买商品和服务 。用 不同的方式 或介绍 创新活动 做目前的业务中的管理知识时错过什么事重要的， 在这方面，社区也构成了工业革命之后繁琐的自由， 并处于 独特的地位 。 新的电子市场，重 新 塑 造了 集群系统。他们修改游戏规则 和集群的可行性 、可持续性。公司发展一个无与伦比的能力 去 监测在其网站上的每一个动作将实现从不受限制地进入全球大
44、多数连接。 新市场，新服务和新的收入流 会从 潜力无限的按地理连接 中 创建 。 7 新的电子市场改造了集群系统。他们修改了游戏规则和集群的可行性、可持 续性。公司通过演变一个无与伦比的能力来监测在他们的网站上的每个运动使无限制接近全世界连接。新市场，新服务，新收入将从极大的地理连接的潜能中被创造。小公司能够发现不是先前的生态位。 客户和供应商的关系将被重新定义 ， 一个产业集群是一个商业社会在特定地区的 根源， 在那里感受和触摸在其上构造层的信任。 因 此产生的信任是 在 市场 中开展交易的基础， 是有限，物理尺寸约束交易的基础 ，它是有限的，受 物理尺寸约束 。 企业家，雇员和其他 商人 与其他 固定的、 地理上的接近 的小部分人互动。
