Hubbing Strategy of HAv

Multi-Scalarity of Expansion

Geographical expansion takes place in HAv at different levels. Openness and co-operation with external partners are supported. Nevertheless, HAv members must belong to the metropolitan region, and a local footprint (office and regular clients) is required. The stretching of HAv is highlighted in the metropolitan area of Hamburg with, e.g. Airbus facilities in Finkenw- erder, Stade and Buxtehude.

HAv has a formalised strategy which also focuses on internationalisation. The HAv office provides support services, enabling its members to access the EU internal market and third countries’ markets and helps with the promotion of activities (marketing/visibility) and participation in international co-operation. Central target regions considered are Brazil, Canada, Japan and the United States, but this list could also include: France, Italy, Portugal, Spain and the United Kingdom. Besides, it assists members in participation at missions, events, study visits or international fans.

As internationalisation becomes more and more critical for the German aviation industry, HAv initialises a series of workshops to develop a common strategy with all cluster members, including experts from ZAL. The first workshop yielded seven prospective regions for potential collaboration. In 2016, HAv signed a co-operation agreement with the aviation cluster in Montreal at the Famborough International Air show. During the second Internationalisation Strategy Workshop, it highlighted two additional target regions (out of the selected seven) for future co-operation: Evora/Lisbou and San Jose dos Campos/Sao Paolo. As part of the ‘Higlitech Strategy’, BMBF is funding this internationalisation process of the aviation industry in Hamburg. The co-operation with Portugal. Brazil and Canada builds on the restrictive rules and must meet specific, clearly defined criteria (www. projects-and-comparable-1416.html). Foreign partners must respect the intellectual property rights and related standards. They need to act, according to the code of conduct, provide funding on an equal footing and the necessary complementary competencies (know-how and professional management). It is worth mentioning that a corresponding instrument has accompanied this programme—so-called Teaming measures’ aimed at facilitating the sharing of best practices, gaining more knowledge from the execution of the primary, international co-operation projects.

To bolster the industry’s position in a joint effort, HAv has initiated and now co-ordinates the European Aerospace Cluster Partnership (EACP). It started in 2009 with 24 European aerospace organisations in 11 countries, within the framework of CLUNET, a PRO INNO EUROPE project. In 2013, the EACP was recognised by the European Commission as one of 13 European Strategic Cluster Partnerships (ESCP). Since then, it has grown to include over 43 members from around 18 countries ( about-eacp/member-chart.html). The EACP operates in an open and decentralised way, building upon a set of continuous working groups, temporary consortia and bi- or multilateral ad-hoc partnerships (uww.eacp-aero.

eu/about-eacp/mission.html). It is involved in various often EU-fimded projects and programmes (Canape, EuroSME, Abroad and BeAware), which are linking various members in different constellations (www.eacp- aero.eiriprojects.html). It aims to improve the global competitiveness in Europe, through intense inter-cluster collaboration. The EACP is regarded as an arena for mutual idea exchange among industry representatives, and a launch-pad for transnational aviation projects. As stipulated, the EACP should become a key contact point for the European Commission, with respect to all aviation issues. This co-operation fits into the inter-cluster alliances (ICAs), which is a nascent research field (Goerzen, 2018). Cluster managers, by striking the ICAs, allow the cluster boundaries to become more porous. In this way, they facilitate the flow of knowledge, reducing the liability of unconnectedness felt, particularly by SMEs (Baum & Oliver, 1991). Therefore, cluster management offering ICA provides an essential boundary-spanning function for resource-poor SMEs. It helps SMEs, who are pursuing the internationalisation and innovation to get access to people and pipelines. As HAv representatives argue, this increased internationalisation is translated into more ‘emancipated’ stronger SMEs, better equipped for negotiating with outside partners hi the future.

Worldwide co-operation and partnerships are conducted under the motto: ‘a strong cluster needs strong allies’. Aside from the EACP, HAv maintains national and international partnerships and co-operates with clusters from other industries in Hamburg, along with other leading-edge clusters and aviation clusters throughout Germany. The framework labelled Supply- Chain Excellence Initiative (SCEI) gathers representatives of German air transport associations or clusters’ initiatives and works with the federal government, Lander (states) and industry, with the aim to strengthen Germany’s global competitiveness in tins area ( The scale and speed of structural challenges faced by the aerospace industry put traditional supplier relationships along GVCs under pressure, hi some respects, the German supplier industry is at risk of losing a competitive advantage. Hence, SCEI, which aims at active development of stable and agile supply chains at all value-added steps. Likewise, ‘Aviation meets Chemistry’ or metropolitan bridging (local cross-clustering) might be regarded as a prominent example of inter-clustering (Franco & Esteves, 2020; Cusin & Loubaresse, 2018; Lorenzen & Mudambi, 2012 Goerzen, 2018).

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