Clusters or un‐clustered industries? Where inter‐firm marketing cooperation matters

Abstract

Purpose

This paper aims to focus on the perceived role of clusters in inter‐firm cooperation and social networks.

Design/methodology/approach

The study was carried out in a region of Latin America where limited research has been conducted in terms of inter‐firm relationships. Managers from three key natural resources‐based industries in Chile participated in the survey; one of these industries constituted a well‐defined cluster whereas the other two did not. The survey assessed managers' perceptions of the benefits and opportunities of inter‐firm cooperation in strategic marketing activities.

Findings

Results support the advantages of clusters. Managers of firms which are part of clustered industries tend to perceive more benefits and opportunities for inter‐firm co‐operation in marketing activities. Additionally, significant differences between clustered and non‐clustered industries in terms of their co‐operation behavior and objectives were found.

Research limitations/implications

The findings shed light on strategies for the enhancement of inter‐firm cooperation in marketing, of particular value for marketers in small‐and‐medium sized enterprises. The paper suggests establishing new clusters and promoting more regional clusters policies since clustering seems to provide better and positive inter‐firm interaction leading to cooperation.

Practical implications

There are lessons to be learned at national and regional levels for Latin American and emerging economies fostering new industry cluster policies.

Originality/value

Clustered firms and industries may result in more innovative marketing strategies at both local and international levels than non‐clustered firms. The authors encourage regional development bodies to foster more cooperation among firms and trade associations.

Citation

Felzensztein, C., Gimmon, E. and Aqueveque, C. (2012), "Clusters or un‐clustered industries? Where inter‐firm marketing cooperation matters", Journal of Business & Industrial Marketing, Vol. 27 No. 5, pp. 392-402. https://doi.org/10.1108/08858621211236061