The use of cluster resources: a dynamic capabilities approach

The cluster literature acknowledges the existence of resources that are shared by firms in the same cluster. The literature on dynamic capabilities argues that in the context of capability development, firms need to develop different business models and to define their firm boundaries in complementary ways. We use a multiple case study approach to analyze how three small and medium sized firms (Portuguese footwear manufacturers) belonging to the same cluster, but with different business models, exploit cluster resources. We find that the same resources are not used in the same way or for the same purpose. Our inductive investigation leads to two propositions: non-strategic shared resources are used by cluster firms in similar ways, and for the same objectives; strategic resources, which relate to the firms business models, are used by each firm differently and for different purposes

Comment réussir la collaboration entre marketing et design

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Imprinting of founders’ entrepreneurial motivations on enterprises’ practices and processes: The context of creative industries

This paper explores the imprinting of entrepreneurs' motivations on the practices and processes of enterprises. We investigate the question in the context of creative industries (CIs) as an extreme case of entrepreneurial motivations (EMs) prevalence. We analyse the EM of 14 founders of design consultancies. Three EMs emerge: self‐fulfilment, freedom and financial motivation. The qualitative analysis reveals that the founders' EMs at the time of a venture's founding has a lasting impact on the characteristics of the venture (name, processes formalization, decision‐making processes, performance measures and growth strategies). Specifically, founders driven by self‐fulfilment tend to build ventures named after them. In these ventures, processes are informal, decision‐making is centralized, performance measures are based on personal satisfaction and recognition and enterprise growth is restrained. Founders who seek freedom tend to run enterprises with semiformal processes, semicentralized decision‐making, a client satisfaction focus, and slow growth strategies. In contrast, founders with financial motivations tend to create enterprises with formal processes, decentralized decision‐making, financial performance metrics and growth ambitions. By focusing on EM and adopting a holistic approach beyond some characteristics of the venture, we complement the imprinting literature