Casanova, S., Messeghem, K., & Sammut, S. (2017). Competitiveness clusters: A particular network for SMEs. Entreprendre & Innover, 35(4), 19–28. https://doi.org/10.3917/entin.035.0019

Casanova, S., Messeghem, K., & Sammut, S. (2017). Competitiveness clusters: A particular network for SMEs. Entreprendre & Innover, 35(4), 19–28. https://doi.org/10.3917/entin.035.0019

In a context of scarce public funding, competitiveness clusters must regularly question themselves in order to prove their legitimacy. A 2016 report by the French Court of Audit (Cour des comptes) stressed the need to rethink the support provided to member SMEs. Intermediation is one of the missions of competitiveness clusters. It involves fostering the emergence of collaborative projects by enabling better mutual understanding between actors. The heterogeneity of members is an undeniable strength of clusters, if only because of the richness of the exchanges it generates. However, it can also lead to certain relational dysfunctions. A qualitative study of directors, employees and members of competitiveness clusters (SME managers, research laboratories, large corporations) reveals three major sources of relational dysfunction between member organisations: differences in objectives, time frames and resources.