Commentary - (2023) Volume 12, Issue 5
Received: 02-Sep-2023, Manuscript No. Jamk-23-118003;
Editor assigned: 04-Sep-2023, Pre QC No. P-118003;
Reviewed: 16-Sep-2023, QC No. Q-118003;
Revised: 22-Sep-2023, Manuscript No. R-118003;
Published:
28-Sep-2023
, DOI: 10.37421/2168-9601.2023.12.446
Citation: Neiom, Jwel. “Inter-organizational Trust Redefines the Boundaries of the Competitiveness Pole.” J Account Mark 12 (2023): 446.
Copyright: © 2023 Neiom J. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Manufacturing constitutes the primary wellspring of innovation (accounting for 90 percent of research and development) and drives competitiveness (contributing to 80% of exports), thus serving as a vital growth catalyst for the French economy. However, this economic framework has been undergoing a profound transformation over the past two decades, confronting intense competition in labour-intensive and technology-extensive sectors. The contemporary objective of the French economy is to endure and thrive amidst challenging conditions. In economic terms, survival equates to resilience, demanding not only a solid economic foundation but also the ability to judiciously select essential technological and business resources. Trust serves as a cornerstone in trade and the evaluation of organizations within social systems. However, achieving social integration can be a formidable task due to variances in approaches, cultures, organizational structures, management styles and modes of communication.
In order to improve France's economic position, a substantial investment in technology is imperative, necessitating financial commitment from both public and private entities in areas such as education, training, Research and Development (R&D) and innovation. To create an innovation-friendly environment, government administrations have implemented a cluster strategy. This approach seeks to bring together entrepreneurs, research center leaders, higher education institutions and public officials, fostering collaborative efforts and value creation. Nevertheless, a prevailing issue lies in the reluctance of larger organizations to share their research investments and improvements with smaller counterparts, while smaller entities harbor concerns about potential imbalances in collaboration, resulting in a palpable sense of mistrust among the involved parties [1].
Despite these challenges, research indicates that establishing trust among partners can facilitate mutually beneficial learning experiences while preserving each organization's unique capabilities. In the context of competitiveness poles, clusters utilize these relational bonds to establish networks and nurture favourable environments for growth. These clusters represent consolidated groups of independent actors, encompassing specialized entities and institutions within a specific domain. They act as focal points, attracting businesses, customers, migration, population and attention. Competitiveness poles are designed to encourage concentration around technological advancement, innovation and quality. By bringing together enterprises, research institutions and educational bodies, these clusters stimulate innovation, research and development and workforce training, generating fresh ideas and contributing to regional economic development [2,3].
Clusters have the capacity to generate employment opportunities, primarily through the establishment of governance structures and the initiation of new partnerships and development ventures. For example, in the context of an international cluster, the creation of governance structures, such as cluster management organizations or associations, leads to the emergence of job positions related to cluster coordination, strategic planning and administration. These roles entail overseeing the overall operations of the cluster, coordinating activities among cluster members and managing collaborative projects. Furthermore, the establishment of new partnerships within the cluster can give rise to job openings. As businesses, research institutions and educational entities collaborate and engage in joint projects, they may require additional personnel to support these initiatives. This could include research and development specialists, project managers, technical experts and other professionals with domain-specific expertise relevant to the cluster's focus [4,5].
In conclusion, the activities and initiatives within the international cluster can have a dual impact on job creation. Directly, job opportunities are generated through the establishment of governance structures and the coordination of cluster activities. Indirectly, partnerships and development projects within the cluster also contribute to job growth. Development projects encompass diverse activities such as infrastructure development, the creation of research facilities, innovation centers, business incubators and the execution of training and skill development programs. As these projects advance, they create employment opportunities in various sectors, including construction, facility management, research, training and related fields.
None.
The authors declare that there is no conflict of interest associated with this manuscript.
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