Naser Al Ali is a policy enforcement manager in the Telecom Regulatory Authority in the UAE. He is
currently working in major policy innovation projects and plays a key role in driving policy innovation in the public sector. His research interest is in the fields of non-market strategy, corporate political activities, innovation policy, public policy governance, and value creation strategy in business clusters. Naser also has a deep knowledge of research methods (e.g., grounded theory).
This research aimed to form a comprehensive understanding of “how” value is created in a specific context—“logistics clusters”—by exploring possible business practices adapted by different stakeholders involved in “cluster value creation.”
As an outsider, the researcher captured four different stakeholders’ perspectives on cluster value creation using inductive research reasoning/strategy. Data were collected from multiple sources (e.g., cluster stakeholders—government entities, state-owned enterprises, interest groups, and private firms) as well as secondary data (e.g., published cluster reports) and electronic data sources (e.g., organization websites). These data were analyzed to form a holistic and comprehensive view of how value is created in a logistics cluster environment.
The empirical findings of the research suggested that 10 concepts were involved in how value is created in the Dubai Logistics Cluster—the case study of this research—as follows:
(a) collaboration, (b) tools of implementation, (c) unified voice for the industry, (d) engagement and enablement, (e) learning and knowledge management, (f) business environment, (g) physical operation, (h) planning and strategic management, (i) infrastructure, and (j) rule and regulation enforcement.
These concepts were further theorized through the nonmarket strategy literature. By evaluating the concepts through the nonmarket strategy theory, the concepts found in the empirical findings were confirmed to a varying degree—level of confirmation is discussed in the theorization chapter. This study suggests that effective cluster value creation should be stakeholder-centric because they have to be aware of the different value creation concepts involved in the practice of value creation in a logistics cluster.
Keywords: logistics cluster, value creation, nonmarket strategies, creating value, government, tools of implementation, state-owned enterprises, rules and regulations, unified voice of the industry, interest groups, private firms, operation, trade and logistics, inductive research, outsider perspective.
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