The importance of clusters as drivers of competitive advantage of companies

Abstract

The imperative of change, macro-arrogance and trends in the global economy, as main features of the contemporary business environment, impose the need for the formulation of new and improvement of the existing business strategies. Strategy, as the main guiding idea in continuously changing conditions, should contribute to the creation of a permanent competitive advantage [3, p. 180]. However, despite good formulation, it is also important that strategy is well implemented. One of the well-implemented strategies relates to connecting companies in clusters. This strategy provides an opportunity for SMEs to be more micro competitive, to be well-positioned in the market, and to achieve sustainable growth, i.e. the growth that creates value for owners and other stakeholders in the enterprise. In addition to micro competitiveness, clusters also enhance the competitiveness of the national economy, which is in accordance with the "diamond" theory 1. In support of this assertion, numerous examples of successful clusters around the world (Italy, USA, Spain, etc.) are cited in this paper, which will be discussed in more detail further on in the text. 1 According to the "diamond" theory of national competitiveness, each determinant (general conditions, demand conditions, strategy context and-ence main elements of success in the global market, as well as the character of the business environment, in which local companies create value. Competitive advantage is te main indicator o ualit and successul positioning o a compan. It stems rom te eistence o distinctive competence and is seen as a result o a good strateg. As suc, it determines ic compan ill e successul in te gloal competition as ell as ic compan ill convert treats, rougt te turulent environment, into opportunities. One a to create and improve competitiveness is to connect companies in clusters. Clusters, as a orm o local association o companies, encourage innovation, productivit, more ecient use o limited resources, creation and epansion o ne competencies, and create value or all teir participants. Based on dierent connections, te enance not onl te competitive advantage o companies ut also te competitiveness o te national econom. clusters, competitive advantage, value, synergy, companies Konurentsa prednost je glavni indiator valiteta poslovanja i uspenog pozicioniranja preduzea. Ona proistie iz postojanja distintivne ompetentnosti i javlja se ao rezultat dore strategije. Kao tava, opredeljuje oja preduzea e iti uspenija u gloalnoj trinoj utamici i oja e pretnje oje sa soom nosi turulentno oruenje pretvarati u anse. edan od naina za stvaranje i unapreenje onurentse prednosti je i povezivanje preduzea u lastere. Klasteri ao vid loacijsog udruivanja preduzea, podstiu inovativnost, produtivnost, easniju upotreu ogranieni resursa, reiranje i irenje novi ompetencija, ao i stvaranje vrednosti za sve uesnie u istom. Po osnovu razliiti veza u lasteru, unapreuje se onurentsa prednost preduzea, ali i nacionalne eonomije. klasteri, konkurentska prednost, vrednost, sinergija,