Dynamic Knowledge Model for Cluster Development
N. Chakpitak
&
A. Tamprasirt, T. Chandarasupsang, N. Harnpornchai
ompetitiveness of the nations is an economic development framework based on
the integration of macro and micro economy. It is a way by which firms and government
should undertaken in order to be able compete with globalization in the new
economy. Impacted Information, Productivity and Innovation of the cluster are the main
success criteria.
CAMTCAMT
C
Threat of New Entry
Rivalry Among Existing Competitors
Bargaining Powerof Customers
Threat of Substitutes
Bargaining Powerof Suppliers
• Economies of scale• Proprietary product
differences• Brand identity• Switching costs
• Capital requirements• Access to distribution• Absolute cost advantages• Government policy• Expected retaliation
• Relative price performance of substitutes• Switching costs• Buyer propensity to substitute
• Industry growth• Fixed costs / value
added• Overcapacity• Product differences• Brand identity
• Switching costs• Concentration and balance• Informational complexity• Diversity of competitors• Corporate stakes• Exit barriers
• Differentiation of inputs• Switching costs• Presence of substitute
inputs• Supplier concentration• Importance of volume to
supplier• Cost relative to total
purchases• Impact of inputs on cost or
differentiation• Threat of forward
integration
• Buyer concentration• Buyer volume• Buyer switching costs• Buyer information• Ability to integrate
backward• Substitute products• Price / total purchases• Product differences• Brand identity• Impact of quality /
performance• Buyer profits
Porter’s Five ForcesPorter’s Five Forces
Source: Michael E. Porter, Competitive Advantage (New York: Free Press, 1985)
The Five Competitive ForcesThe Five Competitive Forces
Force Entry
Rivalry
Substitutes
Buyers
Suppliers
Erecting barriers (isolating mechanisms) create exploit economies of scale, aggressive deterrence, design in switching costs, etc.
Compete on nonprice dimensions: cost leadership, differentiation, cooperation, etc.
Improve attractiveness compared to substitutes: better service, more features, etc..
Reduce buyer uniqueness: forward integrate, differentiate product, new customers, etc..
Reduce supplier uniqueness: backward integrate, obtain minority position, second source, etc..
Extending of Competitiveness Model
• Partial only for Developed Countries
• Misbalance of Contributing Factors
• Incomplete Analysis of Contributing Factors.
• Misleading Competitiveness Measurement
Development ChronologyDevelopment Chronology
• Competitiveness 1.0: First steps– Competitive Advantage of Nations– Focus on Industry level competitiveness– Focus on advanced industries– Focus on microeconomics
• Competitiveness 2.0: The cluster “recipe” Steps – Identify the clusters and potential clusters in a region– Fund universities and research institutes– Facilitate interaction among cluster members– Encourage private sector participation– Create cluster and competitiveness organizations– Provide support for innovation
• Competitiveness 3.0: The future of competitiveness Integration of approaches
– Market/ private sector oriented approach– Innovation systems approach– Cluster approaches
Porter’s Diamond Model – The Micro
Learning Strategy for Cluster Development
Enright’s Meso Model
Sufficiency Economy Model5 Force Model
Methods and Methodology Statement
• Double Loop Learning (Strategic Learning)• Analysis Cluster objectives with Competitiveness
and Cyafin Frameworks• Capture Cluster objectives with CommonKADS• Construct Knowledge Network Map Ontology with
Nonaka’s Bipolar learning method
Methodology Illustration
Double Loop Learning
SECI and Cyafin Frameworks
Dialogue
Learning byDoing
LinkingExplicitKnowledge
FieldBuilding
Socialization Externalization
Internalization Combination
Tacit Tacit
Tac
itT
aci
t
Explicit Explicit
Ex
plicit
Exp
licit
Cluster Pilot: NorthCluster Pilot: North
Cluster Pilot: WestCluster Pilot: West
Cluster Pilot: EastCluster Pilot: East
Cluster: Mae KlongCluster: Mae Klong
CDA ProgramCDA Program
Data MappingData Mapping
+
GIS system GIS system
Data from NESDB / KenanData from NESDB / Kenan
public
Community of Practice (COP)Community of Practice (COP)
‘show cases’
Cluster KnowledgeCluster Knowledge
Experiment/Test Bed
Results and Analysis Statement (Project/Thesis)
• A number of proposed solutions which unique for each cluster.
• Examples: LannaAndaman (Northern Ceramic Clusters), Circle of Trust (Chantaburi Fruit Cluster)
Dynamic Knowledge Model for Cluster Development
Conclusion Statement
• KNOC is a model can used as a platforms for other social and economic Chronic situations i.e. Poverty Reduction, Supply Chain and etc.
• KM methodologies used can be applied to various theoretical framework.
Knowledge Management for Chronic Situations
Implication of the model
CompetitiveCompetitive
Competitvness
MesoMeso
5 Force5 Force
DiamondDiamond
MethodologyMethodology
MobilizationMobilization
DiagnosisDiagnosis
StrategyStrategy
BenchMarkingBenchMarking
AdvantageModel
AdvantageModel
ComparativeComparative
Supporting Facility
Supporting Facility
LocationLocation FirmFirm
SubRegionSubRegion
NationalNational
ReginalReginal
ClusterCluster
Government Policies
Government Policies
Institutionsupport
Institutionsupport
UpgradeInforstrucure
UpgradeInforstrucure
InnovationInnovation
MarketMarket
ProductProduct
ProcessProcess
NatureNature
Cluster Pilot: NorthCluster Pilot: North
Cluster Pilot: WestCluster Pilot: West
Cluster Pilot: EastCluster Pilot: East
Cluster: Mae KlongCluster: Mae Klong
Success Cases Ontology
Learning Strategy (Suitable for Thai Context)
KMS for CDAKMS for CDA
Future Implication
Open Source InitiativesOpen Source Initiatives
Poverty Reduction Initiatives
Poverty Reduction Initiatives