Why do some places succeed when others decline? A social interaction model of cluster viability

By R. Suire, Jérôme Vicente. 2008

126 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Statistical and Nonlinear Physics

View Paper: https://www.semanticscholar.org/paper/08505ea306dc752b8c90ea52218f5ffc41e8def7

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Citations in the corpus

Spatial concentration and location dynamics in logistics:the case of a Dutch province (2013, unknown): “R&D companies abounds (e.g. Martin and Ottaviano, 1999; Alc´acer and Chung, 2007; Suire and Vicente, 2008).”
The dynamics of interfirm networks along the industry life cycle: The case of the global video game industry, 1987–2007 (2013, background): “Although a great deal of interactions take place between agents that are geographically proximate (see e.g. Weterings, 2005; Suire and Vicente, 2009; Hoekman et al., 2010), this might be caused by other forms of proximity, which could be strongly correlated with geographical proximity (Breschi and L”
Lock-in or lock-out ? How structural properties of knowledge networks affect regional resilience (2014, background): “Papers of Suire & Vicente (2009), Simmie & Martin (2010), Menzel & Fornahl (2010), Crespo (2011), and Boschma & Fornahl (2012) constitute noticeable exceptions, as well as the mark of a burgeoning and promising research field for understanding how some performing regions can decline in a given…”
Clusters for life or life cycles of clusters: in search of the critical factors of clusters' resilience (2014, background): “When the location motives of organizations are consistent with this behaviour, a strong parallel between the formation of a locational norm and the formation of a technological standard occurs and the process is highly path dependent (Suire and Vicente 2009).”
Global cities and multinational enterprise location strategy (2013, background): “…knowledge intensive, firms seek to locate such activities in close geographic proximity to: (1) suppliers of highly skilled knowledge, such as universities; and (2) firms with complementary tacit knowledge that are cognitively distant enough to avoid unintended spillover (Suire & Vicente, 2009).”