The library of case studies used in the program covers a broad array of sectors and countries. Each case typically addresses several areas of knowledge, enabling participants to see how different concepts are integrated and applied in real-world scenarios. Below are listed some of the most frequently used cases; alternative cases may be selected in agreement with the host country to best match local priorities.
Synopsis
The case describes how the Yorkshire and the Humber region (UK) promoted competitiveness in the local seafood industry by shifting its focus from frozen fish to fresh fish. It also explores how “Yorkshire Forward”, the Regional Development Agency, resorted to a Competitiveness Reinforcement Initiative as a tool for economic development with contrasted success.
It includes a set of 7 cases (from A to G), which are being taught consecutively to cover all the different topics. Each case covers a step to be taken when developing and implementing a Regional Competitiveness Program. It is needed almost a session per case to assimilate the learning of each step.
Teaching objectives
The teaching objectives of the case are:
- Introduce the concept of Competitiveness Reinforcement Initiative (CRI).
- Highlight what are the principles and benefits of a CRI.
- Show how a CRI impacts on local employment, innovation and R&D.
- Show the structural obstacles to consolidation of change in the long term.
Subjects covered
Industrial district, cluster, cluster initiative selection (industry analysis, segmentation, value chain and system), Competitiveness Reinforcement Initiative, economic development, regional growth, long term evolution, obstacles to change, global development.
Settings
- Geographic: Yorkshire and the Humber, UK
- Industry: seafood industry
Synopsis
This case analyses the situation of the wine industry in California. It shows how the state has become one of the most significant players in the global wine economy, competing with more established countries such as France, Italy or Spain.
It also addresses the basics of cluster management.
The case begins explaining the history of the wine industry, from the 18th century until the end of the 90’s. It then deals with the different processes the wine goes through, all the activities of the value chain: grape production, vineyard operations, bottling and packaging, labelling and distribution. Finally it concludes with an overview of the main competitors in the industry: France, Italy, Australia and Chile.
Teaching objectives
The teaching objectives of the case are the following:
- Serve as an introduction to clusters.
- Make students aware of the particularities of a cluster.
- Illustrate an example of Porter’s diamond[1].
Subjects covered
Location theory, industrial districts, clusters, cluster definition, innovation systems, Porter’s diamond; Innovation, government’s role.
Settings
- Geographic: California, USA
- Industry: Wine industry
Japanese firms dominate the facsimile machine industry, accounting for more than 90% of worldwide sales. This case explores the reasons for this dominance.
Teaching objectives
The teaching objectives of include analysing how:
- Factor conditions affect firm strategy;
- A more demanding local market leads to national advantage;
- Domestic rivalry in the Japanese fax machine industry pushed innovation and resulted in rapid cost reductions;
- When local supporting industries are competitive, firms enjoy more cost effective and innovative inputs.
Subjects covered
Location theory, industrial districts, clusters, clusters definition, innovation systems, industry analysis, and Porter’s diamond: factor conditions, demand conditions, government role, and enterprise structure & rivalry.
Settings
- Geographic: Japan
- Industry: Facsimile machine
Synopsis
The technical note describes different methods for mapping clusters. In the beginning of the case there is a practical exercise, where the student shall discuss which method they would use for identifying clusters in Heyland – a fictive country. The different methods presented in the appendix can be applied to this case.
Teaching objectives
The teaching objectives of the case discussing that:
- There are two main approaches for identifying clusters: Top-down and bottom-up;
- The methodology used depends on one’s objectives
– Peter Petersen, from the government, needs statistical data;
– Hans Hansen, from a regional development organization, needs qualitative data;
- Both top-down and bottom-up are necessary to obtain a full picture of the situation in a given country/region.
Subjects covered
Cluster screening methodology; Cluster identification; Industry mapping; Business area scanning, statistical cluster mapping.
Settings
- Geographic: Heyland, a fictitious country
Synopsis
There are five cases to use in this session:
– 2 cases from INSEAD on the Evolution of the circus industry (Cases A and B)
– 3 cases from IESE on the Montreal Circus Industry (Cases A, B, C)
Case A from INSEAD examines the evolution of the circus industry, while Case B (or the video clip) looks at the Cirque du Soleil within this industry. Cirque du Soleil has achieved a huge rise in growth, revenues and reputation since it was created while it entered a structurally unattractive industry characterized by high rivalry, a steady decrease in audience, and a debilitating image. Its founder, Guy Laliberté, was able to reinvent this industry and created a new market space by challenging the conventional assumptions on how to compete and other structural conditions of the industry.
Case A of the IESE series examines the situation of Cirque du Soleil in its early years and how, despite the initial success, it faces a number of challenges (increasing competition, limited access to the pool of talent…). Case B addresses the incipient steps that the Government of Quebec is taking to support a Circus cluster in the region. Unlike most other cases, this case takes a different approach as it looks at the creation of a cluster “from scratch”. This case shows the “growing pains” of the cluster formation. Finally, case C brings the current situation of the Circus Cluster in Montreal.
Teaching objectives
The teaching objectives of the case are:
- Introduce students and participants to the traditional five forces industry analysis (Porter’s Five forces).
- Link the industry analysis and the concept of strategic segmentation.
- Show that companies can work to look for more attractive businesses and modify or avoid the tough industry conditions.
- Analyse Porter’s Diamond
- Explore the inconvenient of creating a cluster “from scratch”
Subjects covered
Industry analysis (Porter’s Five Forces), Strategic Segmentation, Blue ocean strategy, competition, global business, innovation, institutional support.
Settings
- Geographic: Montreal (Quebec, Canada)
- Industry: Arts, live entertainment & sports
Synopsis
There are 3 cases to be used when teaching: A, B and C.
Case A confronts the viewpoints of 3 types of agents regarding the support program that the Västra Götaland Region, Sweden, started in 2002 in an effort to identify the interest in common services among local companies serving the environmental industries. Looking at ways in which it could encourage these companies to grow, the Region opted for a “Cluster approach”.
As a preliminary step, a region-wide study was led to measure the reception of the idea by the local environment-related companies; the study confirmed a very high level of interest from them – causing great surprise to the environmental research institutions of the area, which had systematically failed in raising companies’ willingness to participate in their own projects.
Case B and case C explore the ups and downs of the cluster initiative and the cluster itself: from sharing ideas to launching joint actions.
Teaching objectives
The teaching objectives of the case are:
- Demonstrate the importance of avoiding conventional wisdom and prejudices held by long-existing institutions within the cluster;
- Show how companies are motivated by collective actions with a business impact
- Highlight the evolution in mind-set a cluster generally goes through during a Competitiveness Reinforcement Initiative;
- Give an example of value chain and typology of agents using the environmental industries.
Subjects covered
Economic development, institutional support, regional competition, innovation; sustainable industries, industry analysis (Porter’s Five Forces), value chain, value chain systems, global value systems.
Settings
- Geographic: Västra Götaland Region, Southwest Sweden
- Industry: Environmental industries, HVACR (Heating, Ventilation, Air Conditioning, Refrigerating) industries
Synopsis
These cases are divided in 2 sessions with the following documents per session:
- Case HBS: Zara Fast Fashion
- 2 cases of IESE: The Catalan Textile Industry, A and B
The Zara case focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to wear, ZARA observes what’s selling and what’s not and continuously adjusts what it produces and merchandises on that basis. Powered by ZARA’s success, Inditex has expanded into 39 countries, making it one of the most global retailers in the world. But in 2002, it faces important questions concerning its future growth.
The Catalan Textile Industry cases, A and B, are taught as a continuation to the Zara case. Case A briefly describes the Catalan textile industry, its structure and the different approach they followed to the changing trends in the industry compared to the Inditex one. The case B explains some of the measures taken by the Catalan government and the results in the industry.
Teaching objectives
The teaching objectives of the case are:
- Show the importance of understanding the industry and company value chain.
- Illustrate how the design of Zara’s value chain and the connection among different activities allow them to achieve and maintain a competitive advantage.
- Compare different conceptions of value chain in the same industry.
- Highlight the importance of focusing on clients.
- Explain how different businesses require different value chains and have different five forces.
- Illustrate the need to think about business models (Value proposition, Value architecture/ value chain and income model)
Subjects covered
Strategic segmentation, value chains, value chain systems, global value systems, competitive advantage, globalization, supply chain management, target markets; Time-based competition, vertical integration.
Settings
- Geographic: Galicia and Catalonia, Spain
- Industry: Apparel
Synopsis
This case also known as “Paltec-The Avocado cluster” it is a practical exercise to learn and use the strategic segmentation and Porter’s Five Forces to analyse the industry.
It is based on a real cluster in Valparaiso, Chile, where the Valparaiso Regional Development Agency carried out a Competitiveness Reinforcement Initiative in 2008 and hired COMPETITIVENESS.
Teaching objectives
The teaching objectives of the case are:
- Practice the strategic segmentation and the analysis of Porter’s Five Forces.
- Understand the different implications in the value chain when competing in different strategic segments.
- Understand how different strategic segments have different Five Forces.
Subjects covered
Strategic segmentation, industry analysis (Porter’s Five Forces), value chains.
Settings
- Geographic: Valparaiso, Chile
· Industry: Avocado
Synopsis
This case involves two parts, B and C. The case describes the fast way that Ryanair, an Irish company, had to take when entering the airlines sector. Located in 1986, the case reviews the launching strategy and the response of the other players like Aer Lingus and British Airways at the sudden entry.
Years later, the company is almost bankrupt for not having foreseen their rivals’ reaction, and for not having built a sustainable competitive advantage. Four scenarios are evaluated, which were the real ones that the Ryanair board of directors had to consider to ensure the future of the firm.
Some years later, in 1999, case C analyses how the company became one of the most profitable airlines in the world, since they succeeded in emulating Southwest Airlines, and the advantages they had in the European market.
Teaching objectives
The teaching objectives of the case are:
- Analyse the convenience of entering into a new market and do an appropriated analysis of the rivals.
- Highlight the advantages in implementing a strategy based in the Porter’s Five Forces analysis and in building strong barriers to entry.
- Analyse the strategic segmentation and the results when selecting the most attractive business where to compete.
Subjects covered
Strategic segmentation, value chains, value chain systems, global value systems, competitive advantage, globalization, supply chain management.
Settings
- Geographic: Europe
- Industry: Airlines
Synopsis
There are three cases to use in this session:
– 2 cases from HBS on Antmobel (Cases A and B)
– 1 cases from IESE on IKEA enters Spain
This case examines the potential decision a Spanish furniture manufacturer had to take on whether to sell in Uzbekistan, in France or remain a local company.
The case is split into three parts. Case A from HBS analyses the furniture industry (demand, production, distribution, competition) in Europe, examines the production processes and marketing and sales in Spain and concludes with the history of Antmobel, since its creation to the potential internationalization it could undertake. Case B analyses the requisites Antmobel would need in order to export to France.
The last case from IESE provides an update of the Catalan furniture industry, describing the entry and success of IKEA and the closure of half of the Catalan furniture companies.
Teaching objectives
The teaching objectives of the case are:
- Illustrate the complexities involved in international competition.
- Help address the trade-offs that going global or staying local can have for a company.
- Illustrate the importance of understanding the location of each stage of your value chain and taking advantage of it.
Subjects covered
Internationalization; Foreign markets entry; International strategy; Industry analysis; Capabilities development; Market shift anticipation.
Settings
- Geographic: Spain, France.
- Industry: Furniture Industry
Synopsis
There are two cases used: A and B.
Case A explains the situation of the coffee producers in the region of Tolima, Colombia when a Competitiveness Reinforcement Initiative was carried out, with the help of COMPETITIVENESS. The producers were in the traditional coffee business, selling their green coffee beans in the commodity market based on low prices and high volumes. There was the opportunity to move into a new strategic segment, that of specialty coffee, where the producer is capturing higher margins. In the specialty coffee, the grains of the coffee are produced with a thorough control of the processes to ensure the best-of-class quality in order to achieve the quality grading required.
It is a role play case, where the class is divided in 3 groups to do a discussion to achieve the learning:
- Group 1 represented the traditional producers and the National Federation of Coffee producers who are reticent to change.
- Group 2 represents the economic development agency.
- Group 3 represents the group of coffee producers who are in favour of changing into the specialty coffee business.
Case B explains the benchmarking trip that the initiative was about to do, and presents a practical exercise for the training participants to prepare a real trip.
Teaching objectives
The teaching objectives of the case are:
- Understand the need of having arguments to convince the stakeholders and the companies to change.
- Value chain activity benchmarking.
- Introduce the concepts of Advanced Purchase Buyer Criteria and Key Success Factors.
- Introduce the benchmarking trip and its importance.
Subjects covered
Value chains, advanced purchase criteria, key success factors, value chain activity benchmarking.
Settings
- Geographic: Tolima, Colombia
- Industry: Coffee
Synopsis
This case has two parts, in which the Catalan leather Industry is approached in the mid 90s and in 2010, respectively. There are three documents to be used:
- “The Catalan Leather Industry” from HBS
- 2 cases from IESE (A, B): “The Long Process to Specialization in the Catalan leather industry” and “Struggling with competition in the Catalan leather industry”
The HBS Case analyses the situation of the Catalan leather industry in the 90s, where the upcoming introduction of new environmental standards was seriously threatening this industry and the industrialists were claiming financial aid. Antoni Subira, the Minister of Industry in Catalonia, Spain, must decide whether to impose strict European Union environmental guidelines on the local leather industry. Failure to impose new regulations would result in substantial fines. Imposition, on the other hand, could lead to a further decline in an industry already buffeted by foreign competition.
Case A from IESE examines the situation 20 years later, where it explains the technical solution implemented in the 1990s (a joint waste water treatment), while Case B from IESE points at the later developments happened in the 2000s notably urged by Chinese competition.
Teaching objectives
The teaching objectives are:
- Review the cluster’s basics: How a cluster initiative’s focus should be on strategy and not on operating efficiency; and Clusters are useful to start a dialog and achieve change in industry.
- Analyse the trade-off of subsidizing an industry: subsidies are not a good tool to achieve long-term competitiveness.
- Analyse how to design a change process.
- Understand the need for group change.
- Analyse the importance of timing.
- Understand the importance of bringing (external) knowledge.
Subjects covered
Business & government relations, environmental protection, industry structure, international business, group change, communications strategies.
Settings
- Geographic: Igualada (Catalonia, Spain)
- Industry: Leather and tanning
Synopsis
The case discusses the economic development of Estonia. It includes a case from HBS and 2 cases from the Baltic Innovation Agency (BIA):
- Case from HBS “Estonia in Transition”
- Case from BIA “IT sector in Estonia”, part A and B
The HBS case focuses on the Estonia during the period after regaining its independence from the Soviet Union, from 1991 to 2007. It tracks the process from the initial transition towards a market economy to becoming an EU member country, and profiles the economy, its key clusters, and the quality of its business environment in 2007 when the first signs of overheating were emerging. The case provides the background for a discussion of policy reforms in a transition economy, and the role of legacy and geographical neighbourhood in the process of economic upgrading.
Cases A & B focus on the 2000’s and the difficulties met by the ICT community. They explore the intent to reshape it through cooperation and clustering efforts.
Teaching objectives
The case provides a better understanding of how a good set of policies – combining macro and micro policies – can move an economy into growth and development. It illustrates how a clustering approach can bring change to a sector, addressing both its challenges and successes.
Subjects covered
Government, macroeconomics, microeconomics, organizational change, group change, individual behavioural change, behavioural and mind-set change.
Settings
- Geographic: Estonia
- Industry: IT and telecommunications
Synopsis
The case explores the dialogue between the public and private sectors on how to help the Mexican textile and apparel industry address the challenges that global competition raised in the 2000’s.
How can a production model characterized by standardization, rigid automation, economies of scale, the predominance of large companies and a former privileged access to the North American market, reinvent itself? How can it compete fairly against low cost labour rivals? In an attempt to find ways to reduce their costs and save the jobs that they provide, textile business owners are asking for help from the state and federal government bodies.
Teaching objectives
The case is a role-play exercise. Its teaching objectives are:
- Think as a company owner and understand which legitimate requests can be reasonably addressed to the public sector to serve his company’s best interests.
- Think as a policy maker, contemplate the economic tools at his disposal and weight the pros and cons of each of them.
- Think as an external adviser and understand how a third party may facilitate the dialogue between the public and private sectors.
Subjects covered
Business & government relations, state subsidies, global competition, individual behavioural change, group change, communication strategies, presentation skills.
Settings
- Geographic: State of Mexico
- Industry: Textile and apparel industry
Synopsis
The case describes an initiative in Central Denmark that consists of a business park that has aspirations of becoming a (micro) cluster. Soren Madsen, the “clusterpreneur” in charge of running the park, has ambitious growth plans but he faces a number of challenges including aspects such as financing, positioning of the park, lack of recognition as a true cluster, attraction of talent and little interest from big companies, among others. All these elements are in Soren’s mind when he has to decide which steps to take next.
Teaching Objectives
The teaching objectives are the following ones:
- Review the concept of clusters, their various definitions and levels.
- Discuss the true value a cluster can provide to local firms.
- Teach students and participants to assess the pros and cons of public financing in cluster initiatives.
- Help participants understand the associated risks and challenges in creating a cluster organization.
- Illustrate the complexities involved in managing a cluster.
- Introduce participants to the interrelated nature of activities in a cluster and the different stages of its development.
Subjects covered
Value chain, cluster organizations, group behaviour, and communication strategies.
Settings
- Geographic: Denmark
- Industry: Agro Food Industry
Synopsis
This case examines the origins and initial steps of a cluster initiative in the geothermal industry in Iceland in 2010. The case describes the specific nature of the country, the geothermal industry and the traditional “cluster approach” until 2010.
It then explores the actions taken by Gekon, a consulting company leading the leading the cluster initiative,, the steps taken, involvement of companies and public and private organizations and challenges ahead.
Teaching objectives
The teaching objectives are:
- Illustrate the complexities involved in managing cluster projects.
- Assess the capabilities of this organization to manage certain kinds of projects.
- Help students understand the pros & cons of top-down versus bottom-up approaches for cluster projects and initiatives.
- Introduce some of the key success factors and limitations of a cluster organization.
- Reflect on the motivational power of cluster initiatives.
Subjects covered
Cluster organization, organizational structures, cluster approaches: bottom-up/top-down, Porter’s diamond, value chain, strategic segmentation, public and private interest.
Settings
- Geographic: Iceland
- Industry: Geothermal energy
Synopsis
The “Developing NODE: Mediating Strategy for Sustainable Growth” case brings into light cluster management in the context of an engineering-intensive and highly competitive environment: the oil and gas drilling industry.
The case provides a detailed overview of how the cluster is managed starting from the conditions that allowed its initiation, and continuing with its organization and the facilitation of cluster activities.
Teaching objectives
The teaching objectives are:
- Appreciate the challenges facing the cluster manager in the context of a dynamic, knowledge-intensive and competitive industry.
- Learn how to conceptually organize the activities conducted by cluster managers.
Subjects covered
Cluster organization, organizational structure, non-profit organization management, cluster Management, cluster activities, future growth, value creation.
Settings
- Geographic: Soderlandet, Southern Norway
- Industry: Oil & gas drilling; Offshore platform related technologies
Synopsis
The case describes a project carried out by SEBRAE, one of the main organizations for economic development in Brazil, in the electronics cluster in Santa Rita de Sapucaí, in 2009.
It explains how the cluster was formed, its origins and its development, as well as the project led by SEBRAE, which was based in a new methodology called “Foco Competitivo”, and the challenges they faced.
Additionally, it also explains the institutional proposal of strategic alignment done in SEBRAE-MG (regional branch of SEBRAE in the state of Minas Gerais) by its Director of Operations, Matheus Carvalho and the problems he was facing.
Teaching objectives
- Practice strategic segmentation and Porter’s Five Forces analysis.
- Reinforce the concept of Advanced Purchase Buyer Criteria.
- Analysis of the implications of strategic segmentation in the value chain.
- Appreciate the difficulties of the cluster management team and the change management process.
- Understand the implications of the different stakeholders in a cluster initiative.
Subjects covered
Cluster organization, organizational structure, non-profit organization management, cluster management, project planning, project monitoring.
Settings
- Geographic: Santa Rita (Minas Gerais, Brazil).
- Industry: Electronics
Synopsis
This case describes the origins and functioning of Clusterland Upper Austria, a company created by the regional government of Upper Austria to manage a group of clusters and networks already existing in the region. The organization has been regarded as a best practice example for managing cluster projects.
The case examines the specific nature of the region in terms of industrial structure and government policy, and implication in cluster development. It then goes into the organizational structure and functioning of the company, specifically dealing with the issues of project management, governing bodies and sources of financing.
Part 1 of the case uses the case method and part 2 brings the experience of one of the protagonists who will do an open discussion amongst the participants.
Teaching objectives
The teaching objectives are:
- Illustrate the complexities involved in managing cluster projects.
- Assess the capabilities of this organization to manage certain kinds of projects.
- Help understand the pros & cons of public versus private financing and top-down versus bottom-up approaches for cluster projects and initiatives.
- Introduce some of the key success factors and limitations of a cluster organization like Clusterland Upper Austria.
Subjects covered
Cluster organization, organizational structures, non-profit organization management, cluster governance: bottom-up/top-down, project management, cluster financing, pattern identification, project planning, project monitoring, project evaluation.
Settings
- Geographic: Upper Austria
- Industry: Various, Electric mobility
Synopsis
It is based on the 2 RegX cases “Competitiveness Policy in Denmark – Telecommunication Cluster Northern Jutland”, A and B.
This case describes the different development steps of the ICT cluster in Northern Jutland, Denmark, historically positioned in Radio Communication and later in the 2G and 3G mobile technologies.
It is structured in two parts: case A and case B. Case A depicts the cluster origins and the way it managed – with varying degrees of success – to adapt to the evolving threats and opportunities brought by the changes affecting technological standards and the cluster environment between the 1950’s and 2010. Case B explores how, in the mid 2000’s, regional innovation strategies – championed by a Regional Growth Forum – helped foster Northern Jutland’s competitiveness in ICT.
Teaching objectives
The teaching objectives of the case include reflection on how:
- Contact with policy makers at national and regional government is important;
- Collaboration between cluster partners is important and can lead to great success – even for upcoming clusters with world-class knowledge in a specific area (i.e. first mobile with no antenna and ITS);
- The government can help create the market through intelligent demand and smart regulation (i.e. Standards). These are the future drivers for innovation on a cluster, regional and national level;
- The public sector and universities can take an active role in developing a (new) business area – but it takes a proactive regional government to make the cluster flourish.
Subjects covered
Strategy, global competition, regional industrial policy, policy review, national and supranational competitiveness frameworks.
Settings
- Geographic: City of Aalborg, Northern Jutland, Denmark
- Industry: ICT, radio communication, mobile phone communication – Regional industrial policy.
Synopsis
The case has 2 parts:
- Continuous Policy Input from clusters in Catalonia – First steps of cluster reinforcement policy in Catalonia (A).
- Continuous Policy Input from clusters in Catalonia – Reshape and consolidation of cluster policy (B).
The case provides an overview of cluster policy in the region of Catalonia, Spain. It includes a description of cluster policy through the years, encompassing its evolution, changes and the effects it exerted on other horizontal policies.
Case A starts with an introduction on the Catalan economic situation and industrial fabric at the beginning of the 90s, and portrays its main strategic challenges at that time. The next section focuses on the first phase of cluster policy, from 1993 to 2004, which followed the microcluster approach. It describes the main features and scope of the initiatives and how competitiveness reinforcement initiatives (CRI) were used as a tool to rationalise and re-structure existing programmes and infrastructures related to industrial policy.
Case B continues chronologically with the next stage of cluster policy in Catalonia, from 2005 until 2009 when CRIs started generating formally institutionalized cluster organizations. The case ends with some conclusions and aims to generate reflections on the most suitable approach for cluster policy.
Teaching objectives
The teaching objectives of the case are the following:
- To offer a comprehensive vision of cluster policy from the policymakers’ perspective, highlighting the different approaches that can be used.
- To showcase a chronological view of cluster policy, showing the different stages it has undergone over time and how it has been influenced by external factors.
- To analyse the effects cluster policy has on other horizontal policies like innovation or internationalisation.
Subjects covered
Strategies, regional industrial policy, policy review, cluster initiative follow-up, national and supranational competitiveness frameworks.
Settings
- Geographic: Catalonia, Spain
- Industry: Several in Catalonia – Regional industrial policy
Synopsis
The case has 2 parts: case A and B.
The Norwegian Centres of Expertise Program (NCE) is a national program supporting regional clusters that are innovative, global oriented and have potential for further growth. Launched in 2006, NCE supports 12 cluster initiatives. The program has developed and implemented a comprehensive system for selecting, monitoring and evaluating cluster initiatives.
While Case A presents the main elements of this system, Case B briefly presents the design of the evaluation, the evaluation process and main findings and recommendations.
Teaching objectives
The teaching objectives are to:
- Explore the requirements of publicly funded programs in terms of reporting activities and impact evaluation;
- Show one comprehensive evaluation model for a cluster program;
- Point methodical and operational dilemmas and challenges that policymakers are facing when designing and implementing;
- Examine to what extent evaluations can provide new added-value knowledge on cluster processes;
- Reflect on the cost-benefit ratio of cluster evaluations.
Subjects covered
Cluster policy, cluster management evaluation, project selection & monitoring, reporting, cost-benefit analysis, cluster policy monitoring, impact analysis.
Settings
- Geographic: Norway
- Industry: Various
Synopsis
The case, to developed by the FCC in collaboration with reputed practitioners in multilateral institutions such as the World Bank, the Inter-American Development Bank and the European Commission, has 3 parts:
Case A builds on the basis of the experience from the Inter-American Development Bank, who has been working with cluster programmes in Latin America for over 10 years. A recent IADB publication “The Impact Evaluation of Cluster Development Programs: Methods and Practices” (IDB, 2016) covers the different instruments developed by the institution and their application in programmes in Brazil, Argentina, and Uruguay. The lessons learned in the process can be very relevant for other institutions.
Case B focuses on the approaches to Monitoring and Evaluation in the context of EU-funded programmes, where clusters have been very institutionalised.
Case C will dwell upon the M&E experience in World Bank economic development programmes and how these tools can be adapted to cluster development programmes.
Teaching objectives
The teaching objectives are to:
- Explore how multilateral institutions can share best-practices in developing cluster M&E frameworks;
- Evaluate how cultural or socio-economic context may impact replication of M&E frameworks for cluster policy;
- Point methodical and operational dilemmas and challenges that policymakers are facing when designing and implementing;
- Reflect on the cost-benefit ratio of cluster evaluations.
Subjects covered
Cluster policy, cluster management evaluation, project selection & monitoring, reporting, cost-benefit analysis, cluster policy monitoring, impact analysis.
Settings
- Geographic: Latin America and the European Union
- Industry: Various