Evolution and orchestration of clusters

Abstract

Purpose

This study aims at identifying how the evolution of clusters influences orchestrations. It investigates the dynamic interplay between the developmental stages of clusters and the strategic orchestrations that occur within these structures. In this regard, this work explores cluster life cycle (CLC) approaches and orchestration, analyzing their relationship.

Design/methodology/approach

This qualitative, exploratory research was conducted by using a case study method on the Serra Gaúcha Wine Cluster (SGWC), the leading wine region in Brazil. Data sources included 27 interviews with winery managers and managers of organizations supporting viticulture, as well as 29 documents relevant to the cluster’s activities and development. The study used content analysis to examine the collected data, providing an in-depth exploration of the dynamic interplay within the cluster through both direct stakeholder insights and documentary evidence.

Findings

The research results revealed that the SGWC is in its fifth stage of development; the five stages are the following: emergence, first growth, first renewal, second renewal and second growth. The findings generated four key propositions: positive maturations of clusters are capable of affecting the number of orchestrations, catalyzing exogenous factors of stage changes influence orchestrations, clusters and the content of orchestrations co-evolve and fluctuations in the number of orchestrations do not linearly follow the changes in the efficiency of clusters. The results also highlight the important role of representative organizations. This study also advanced on the thematic cluster maturation, which, according to this paper, can be positive or negative.

Research limitations/implications

The study advances an approach of cluster maturation, which may be advantageous or detrimental. Additionally, this work investigates the connection between the CLC and orchestrations; in particular, to the best of the authors’ knowledge, this is one of the first to do so with an emphasis on cluster evolution and the quantity and nature of orchestrations.

Practical implications

The findings emphasize the need to maintain associations and support organizations to ensure effective engagement and orchestrations within the cluster, even during crises. It is crucial for managers to understand the CLC to align decisions with the cluster’s development stages. Additionally, identifying exogenous factors that influence changes is essential for planning effective strategic actions.

Originality/value

This study contributes to the understanding of how cluster development stages influence orchestrations in industrial clusters, shedding light on the dynamics of this relationship.