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Martin Horák and Jana Matošková

Abstract

The role of cluster manager and his/her development is an essential element in order to gain a competitive advantage and to ensure sustainability of cluster organisation. Nevertheless, research on cluster management has hardly studied the scope of offered trainings with areas of developed skills for this position. Hence, the main objective of the paper is to analyze and evaluate content of current training programmes for cluster managers in Europe with respect to their focus on the development of hard and soft skills. Analyzed training programmes were chosen based on the consultations with members from National Cluster Association operating in the Czech Republic. Regarding the defined criterion, hard skills included terms related to specific cluster knowledge (tools/methods for cluster setting/development; cluster policy), knowledge in management area. Meanwhile, we understood soft skills as terms related to intrapersonal skills (one’s ability to manage oneself) and interpersonal skills (how one handles one’s interactions with others). The article was processed via desktop research involving collection of relevant information from secondary sources. The paper explores ten international programmes done across Europe. Based on the gathered data, we claim that analyzed programmes are overwhelmingly focused on developing hard skills (mainly specific knowledge and abilities required for success in the cluster manager position - such as knowledge about identifying cluster, tools and methods for development of clusters). However, based on the literature, it is clear that soft skills (intrapersonal and interpersonal skills) are crucial for sustainable development of organisation. Considering implications for the practice, our findings provide valuable point for organisations/initiatives offering training programmes for cluster managers.

Open access

Jana Matošková and Petra Směšná

Abstract

The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge sharing in the organization. In the current competitive environment, the ability to use knowledge assets and to continuously renovate it is required for organizational success. Therefore, the field of human resource management should dedicate great effort to understanding how to enhance the knowledge flows within the organization. Theoretical indications were provided about HRM practices that influence the quality and quantity of knowledge sharing within an organization. Further, a conceptual model of relations between HRM practices and factors influencing knowledge sharing within an organization was introduced. It is supposed that HRM practices have direct impacts on personality traits of employees, organizational culture, characteristics of managers, and instruments used for knowledge sharing. Subsequently, these factors have direct effects on the perceived intensity of knowledge sharing. The paper offers 12 testable propositions for the indirect relation between HRM practices and knowledge sharing in the organization. The suggested model could assist future research to examine the influence of HRM practices upon managing knowledge is a more complex way. Via a theoretical contribution to the debate on the influence on HRM practices upon managing knowledge, the study contributes to further research development in this field.

Open access

Magdalena Bialic-Davendra, Pavel Bednář, Lukáš Danko and Jana Matošková

Abstract

Since the accession of the Visegrad Group of countries (V4) to the European Union, the importance of clusters has increased. With growing global competitiveness and EU 12 trends, a gradual awareness of creative industries is observed in V4 countries. Therefore, this article analyses creative clusters and factors conditioning their establishment and development. On the basis of a literature review and a questionnaire survey, a mapping of creative clusters was conducted. In addition, catalysts, main motives and key factors in the process of their establishment were identified, as were the activities and factors hampering their development. The scheme of cluster development is presented as the outcome of the qualitative analysis, along with a comparison to findings of other studies. Research findings show that trust building and administrative obstacles are among the main barriers, especially for design clusters and cultural clusters.