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This paper explores to what extent and under what conditions resilience can be developed to cope with radical innovations in the industrial district context. Based on a comparative analysis of an Italian and Spanish cluster, this paper provides and in-depth examination of the transformation at the firm and cluster levels at the introduction, development, and diffusion of disruptive technologies, that enable clusters to cope with it and thrive. Our findings identify cluster attributes that support resilience and propose different measures of district resilience. [ABSTRACT FROM AUTHOR]

Clusters are places that facilitate knowledge sharing and dissemination among firms and institutions working in functionally-related fields. Structural changes that take place within clusters over time influence knowledge-related processes and require new approaches towards external knowledge sourcing. In this paper, we use a mixed-method approach to investigate different knowledge sources that firms use at different stages of a cluster life cycle. The empirical research comprises the investigation of two clusters that specialize in the same kind of economic activity, i.e. in the furniture industry, but are at different stages of their life cycle. These are, a mature cluster – the Livenza district in Italy and a growing one – the Kępno cluster in Poland. The analysis revealed that firms in a mature cluster use a greater variety of external knowledge sources and more knowledge-intensive sources than those in growing clusters do. This may be explained by more homogeneous and well-established knowledge pools at later stages of a cluster life cycle and/or by higher competition between firms offering similar products. [ABSTRACT FROM AUTHOR]

Globalization and the recent recession crisis are significantly challenging Italian industrial districts (IDs), leading to deep transformations in their internationalization, innovation and organization strategies. With our empirical focus on a single industry (gold jewellery) and a specific country (Italy) and through the theoretical lenses of the global value chain (GVC) approach, the evidence in this article sheds light on the differences in how three IDs within Italy's gold jewellery sector (Valenza Po, Arezzo and Vicenza) compete in the global arena. Our comparative analysis reveals striking differences among these districts with regard to their upstream and downstream internationalization strategies in response to two industry shocks: increasing global competition in the early 2000s and the world economic recession of 2008–2009. Our explanation for the varied gold jewellery district responses to these two global crises involves both internal and external factors: (1) structural differences between the three IDs; (2) distinct business strategies; and (3) how these districts are linked to the gold jewellery GVC. [ABSTRACT FROM PUBLISHER]