Innovation and Networks in Industrial Clusters: Empirical Results from Three Large Cities - Technopolis: Best Practices for Science and Technology Cities - page 265

Table 5 Relationship between innovation and cooperation with clients

Category With clients Innovator Non-innovator Chi square P value

0.014 a Busan Cooperation 14(63.6) 8(36.4) 6.898

Non-cooperation 11(28.9) 27(71.1)

Gwangju Cooperation 26(96.3) 1(3.7) 3.021 0.116

Non-cooperation 27(81.8) 6(18.2)

Daejeon Cooperation 41(93.2) 3(6.8) 1.856 0.328

Non-cooperation 13(81.3) 3(18.8)
a significant at the 5 % level (unit: number of firms, %)
Source: (Kwon et al. 2005 ) survey results

Table 6 Innovation and cooperation with universities

Category With universities Innovator Non-innovator Chi square P-value

0.035 a Busan Cooperation 10(66.7) 5(33.3) 5.143

Non-cooperation 15(33.3) 30(66.7)

Gwangju Cooperation 49(90.7) 5(9.3) 3.037 0.140

Non-cooperation 4(66.7) 2(33.3)

Daejeon Cooperation 36(92.3) 3(7.7) 0.659 0.655

Non-cooperation 18(85.7) 3(14.3)

a

significant at the 5 % level (unit: number, %)
Source: (Kwon et al. 2005 ) survey results

research institutes is focused on the regional level while the customers are situated
in the SMA. In the Busan region, all partners for the R&D cooperation are within
the region. As a result, while the Busan mechanical parts and materials industry
succeeded in achieving the critical mass at the region level, with the Daejeon ICT
industry and Gwangju photonics industry, inducing the customers into the region
can be a major strategy for the development of the cluster since the customers to
cooperate R&D are mostly located in the SMA (Table 7 ).

3.3.5 Source of Tacit Knowledge

Innovation activities involve a great deal of interactions with external sources of
knowledge and experiences. Innovation depends on knowledge and assimilation of
information through learning and cooperation. Know-how transfer requires per-
sonal interactions trough exchanges, training, seminar, cooperative projects, and
cooperative work performance. By its very nature, tacit knowledge cannot be
written down; therefore it must be acquired by learning and experience, and after
that it becomes embodied in a person or organization. This type of knowledge can
be achieved by human mobility and personal exchanges through cooperation.
These are important instruments for knowledge dissemination.
Table 8 shows 40 % of the companies responded that relevant know-how is
transferable to other possible cooperation partners through exchanges among