The Productivity Poles Internal Environment of Inter Organizational Trust

Chaohui Zhao^*
*Correspondence: Chaohui Zhao, Deportment of Electrical Engineering, Shanghai Dianji University, No. 300, Shuihua Road, Shanghai, 201306, P.R. China, Email:

Introduction

Manufacturing is the primary source of the country's innovation (90 percent of R&D) and competitiveness (80% of exports), making it an important growth engine for the French economy. However, commercial change continued for the next two decades in this financial system. The manufacturing industry has lost 1.5 million jobs since 1978. The development of the technology economy and the emergence of new competitors, the BRIC nations (Brazil, Russia, India, and China), whose weight changes themselves market conditions, strengthen the innovation race. It also faces strong charge competition in work-intensive and technology-extensive sports. The French financial system's current objective is to keep its head above water until troubled waters settle down. In economics, "competitiveness" means keeping one's head above water. This requires not only having a commercial base but also the capacity to select the most important technological and commercial resources.

Description

As a result, improving France's situation necessitates a daring investment in technology that is solely based on a financial effort from private and public actors in the fields of education, research and development, and innovation. A clustering strategy has been implemented by both the Raffarin 1 and the De villepin 2 administrations in order to satisfy this need and foster innovation. In order to strengthen the connection between these players and motivate them to collaborate in order to generate value, this method now not only brings together entrepreneurs, managers of research facilities and higher education, but additionally officials and ambitions. According to a study conducted by KPMG (2006) on these new types of businesses, the largest players are afraid to share years of funding on studies and to improve overall performance with smaller ones [1].

At the same time, the smaller players worry about the impact of size, which could lead to unbalanced cooperation. As a result, actors may feel a lot of mistrust. All of this exemplifies the crucial role that agreement plays as a crucial aspect of change and the evaluation of businesses as social systems. Delerue and Berard agree that it appears to be the "lubricant" that inspires the operation and performance of a social system. Both Simon and Pesqueux are of the opinion that it is absolutely necessary to establish "open" collaborative endeavors. However, the process of social integration is frequently challenging because of differences in strategies, cultures, types of employers, control patterns, and communication styles. The established order of agreement, on the other hand, has been shown to foster a cooperative learning experience while also allowing businesses to protect their unique competencies [2].

We present PC three in the initial phase, offer inter-actor cooperation in PC in the second phase, and propose a production version of the latter in the final phase. 2. Poles of Competitiveness Globalization embodies numerous opportunities and challenging circumstances for our society today. Through its history, France's cultural and social characteristics may have created the conditions that foster local monetary development dynamics. 2.1. What Are Competitiveness Poles? The term cluster refers to a center of activity around which the entire thing appears to "turn," either without movement or with it: attraction, growth pole, improvement pole. In a metaphor, one pole attracts businesses, customers, migration, and the populace. Using a city as a pivotal region where a popular topic congregates, regions become polarized. As a result, personal computers have been made to sell the polarization that surrounds technological advancement, innovation, and quality [3].

They are used to make use of close relatives in order to build those networks and create genuine "surroundings for growth." Due to its brief existence, this tool remains an unstudied phenomenon. It can be described as a group of independent actors that have been stabilized and consolidated, and they form networks made up of organizations and establishments that specialize in a particular area. It is a conglomeration of educational institutions, research facilities, and businesses working together in a partnership strategy (not uncommonplace development strategy) to create synergies around revolutionary tasks performed jointly through a particular market or markets (CIACT). In July 2005, the French government used both a soft and a hard certification to create sixty clusters. The poles are typically regulated by associations, service businesses, research facilities, and schools in 1901 as lightweight structures. 2.2. Mission and Goals their primary task is to shape and expand three dimensions: business innovation sports, research and development, workforce education. New three Poles of competitiveness ideas, suitable for local monetary development, can be generated by combining actors, sports, and merchandise [4]. The PC has entered its second phase since 2009: model 2. nothing at the poles. This method provides a one-of-a-kind opportunity to reconnect innovation with its commercial base, develop new sports, and enhance its attractiveness. The poles' stability could be very beneficial and encouraging. PCs are intended to promote employment by increasing the pressure for innovation and enhancing France's attractiveness through improved global visibility and an environment that includes a fixed number of factors that contribute to innovation and generate growth, as well as to bolster French global financial competitiveness and growth. According to the Association for the use of frameworks (APEC), the cluster effect is extremely susceptible in the short term for the problem of unemployment [5].

Conclusion

The only jobs that can be created by the poles are those that are triggered by the employer of governance structures, those that are created by new partnerships, and those that are created by improvement projects. Using the overseas cluster as an example.

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