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Klastry jako nástroj zvýšení konkurenceschopnosti firem


Business Administration and Management

Klastry jako nástroj zvýšení konkurenceschopnosti firem

Name and surname of author:

Drahomíra Pavelková, Eva Jirčíková

Year:
2008
Issue:
3
Keywords:
clusters, Czech Republic, survey, competitiveness, collaboration
DOI (& full text):
Anotation:
Clusters in the Czech Republic are in relative early stage of their development. Most of them were established with strong support and subsidies from special operational programme „Clusters“ in the period 2004-2006. The paper contributes to the discussion concerning on clusters as a „tool“ to enhance companies ´ competitiveness. It provides results from literature review and some conclusions from a survey among cluster managers from clusters in the Czech Republic (20 Czech clusters were involved in the investigation) and also abroad (a total of 46 clusters from the entire world participated and European clusters represented the largest section). As for the line of business, the largest number represented were clusters from the processing industry - 55 %. Approximately half of the clusters in the sample were involved in the „traditional“ business fields, second half in the „new“ fields.
Clusters in the Czech Republic are in relative early stage of their development. Most of them were established with strong support and subsidies from special operational programme „Clusters“ in the period 2004-2006. The paper contributes to the discussion concerning on clusters as a „tool“ to enhance companies ´ competitiveness. It provides results from literature review and some conclusions from a survey among cluster managers from clusters in the Czech Republic (20 Czech clusters were involved in the investigation) and also abroad (a total of 46 clusters from the entire world participated and European clusters represented the largest section). As for the line of business, the largest number represented were clusters from the processing industry - 55 %. Approximately half of the clusters in the sample were involved in the „traditional“ business fields, second half in the „new“ fields.
Section:
Business Administration and Management
Appendix (online electronic version):

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