Aboriginal perspectives of enterprise clustering
Dr. Damien Jacobsen
Principal Research LeaderAboriginal and Torres Strait Islander Tourism Product ProjectCooperative Research Centre for Remote Economic ParticipationSouthern Cross University, Australia
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What is enterprise clustering?
Clusters are ‘geographic concentrations of interconnected companies, specialised suppliers, service providers, firms in related industries, and associated institutions in particular fields that compete, but also co-operate’ Porter (1998, p. 197-8).
Participants are often located in the same geographical region and interrelated by characteristics (e.g. the landscape) or specialities.
Clusters come in all shapes and sizes
Creates value chain opportunities, as well as a range of benefit potential highlighted in the literature(see Michael 2003; Lade 2010; Ffowcs-Williams 2012).
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Common features of strong enterprise clusters
Culture of creativity, innovation and co-
opetition
Commitment to building
knowledge
Support from government and other agencies
Benefits to large and small
enterprises
Geographical proximity
Diverse links to wider industry
Skilled cluster participants Specialisation
Ability to adapt to new
technology/ways of doing business
Knowledge exchange through
personal interaction
Face to face interaction
Collaboration with other clusters
‘Bread and butter’ market
Strong communication Access to finance
Manager/leadership
Strong ‘brand’ attracting
customers, investors etc.
Physical infrastructure
Source: Ffowcs-Williams (2012, pp.34-38)
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Cluster-style approach developed or proposed around Australia, including: far north Queensland; Arnhem Land (Northern Territory); the Fitzroy River region (Western Australia); the Dampier Peninsula (Western Australia); Central Australia (Northern Territory); the Darwin region (Northern Territory); and, Outback New South Wales.
Previous study: Central Australia, applied Porter clustering approach but failed and conceded that the model ‘…needs much more explanation and possibly considerable modification…’ for use by Aboriginal tourism operators (Schmiechen, James & Tremblay 2010, p. 35).
Background – why Aboriginal perspectives of clustering?
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Reconceptualise Western concepts of enterprise clustering according to the worldviews and cultural perspectives of Aboriginal and Torres Strait Islander
people involved in tourism
Purpose of the study
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Decolonising research approach:Transformative – generate
emancipative possibilitiesCultural protocolPrivilege Aboriginal voice and expertiseAboriginal-ledOutcome review & approvals
(including photographs/video)Applied outputs
Qualitative focus group: dialogue and critical engagement with business practices
Participants: expert informants (demonstrated experience in cluster-style tourism)Analysis: Qualitative themes
Design
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October 2014: hosted on Nykina country - Kimberley, Western Australia.Day 1 – discuss western enterprise clustering concepts - Ffowcs-Williams (2012). Group work – brainstorm Aboriginal enterprise clustering perspectivesDay 2: Participants reduce 141 issues/perspectives to 44
Aboriginal Tourism Enterprise Clustering Forum
Image adapted from: http://www.kimberleyaustralia.com/gibb-river-road-map.html
Forum venue
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Coequal Enterprise Community
Structured Grass Roots
Representation
Localised Domain of Trade
Tourism System Linkages
Funding for Capacity
CentralisedCluster
Management
Culturally Grounded Objectives
Fusion of Cultural Diversity
Cluster Planning and Development
Culturally Fluent Business
Communication
Culturally Appropriate Governance
Aboriginal and Torres Strait Islander principles of enterprise clustering
Fusion of Cultural Diversity
The cultural diversity of Aboriginal and
Torres Strait Islander people provides
strength to business, as well as value to the
products and experiences offered to
visitors.
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Correspondence with Ffowcs-Williams (2012)
Principle Corresponding features identified by Ffowcs-Williams (2012)
Structured Grass Roots Representation
n/a
Coequal Enterprise Community Knowledge exchange through personal interaction
Benefits to large and small enterprises Commitment to building knowledge
Culturally Fluent Business Communication
Strong communication
Culturally Grounded Objectives n/a
Localised Domain of Trade Strong ‘brand’ attracting customers, investors etc.
Culture of creativity, innovation and co-opetition
Tourism System Linkages Diverse links to wider industry Collaboration with other clusters
Fusion of Cultural Diversity Specialisation
Culturally Appropriate Governance n/a
Centralised Cluster Management Manager/leadership
Funding Towards Capacity Access to finance
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Next steps
Further refinement
Applied contexts: Cape York, South Australia
Development kit
Value of clustering
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Potential for Aboriginal and Torres Strait Islander people
Form and maintain enterprise clusters in culturally appropriate ways
Small operators work/walk together to alleviate marginalisation
Create better products and experiences for visitors
Build repository of Aboriginal business know-how and learning
Stronger self-representation within industry and government
Increase self-reliance and implement regional approach to tourism
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Challenge view that culture inhibits business
Aboriginal and Torres Strait Islander people are business people, innovators, strategists pushing boundaries of knowledge and practice
Generate body of Aboriginal knowledge for the business of tourism
Move beyond deficit thinking
Empower Aboriginal and Torres Strait Islander people as drivers of tourism
Implications
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Thank you!Please visit: http://crc-rep.com/
Contact Details:Dr Damien JacobsenPhone: 02 6620 3042E-mail: [email protected]
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References cited:
Ffowcs-Williams I (Ed). 2012. Cluster Development: The Go-To Handbook: Building Competitiveness through Smart Specialisation. Cluster Navigators Limited: Nelson, New Zealand.
Jacobsen, D., 2016. Tourism enterprises beyond the margins: the relational practices of Aboriginal and Torres Strait Islander SMEs in remote Australia. Tourism Planning & Development, pp.1-19.
Lade, C. 2010. Developing tourism clusters and networks: attitudes to competition along Australia’s Murray River. Tourism Analysis 15, pp. 649-661.
Michael, E. J. 2003. Tourism micro-clusters. Tourism Economics, 9(2), pp. 133–145.
Porter, M.E. 1998. ‘Clusters and competition: New agendas for companies, governments, and institutions’ in On Competition. in Porter, M. (Ed.). Harvard Business School Press. Boston.
Schmallegger, D., Carson, D. and Tremblay, P. 2010. The economic geography of remote tourism: The problem of connection seeking. Tourism Analysis, 15 (1), pp. 127-139.
Schmiechen, J., James, D. & Tremblay, P. 2010. Learning markets and indigenous tourism: action research pilot of a learning markets cluster in Central Australia. CRC for Sustainable Tourism Pty Ltd.