The industrial Districts, but, are evolvendo, and the changes are introduced under various shapes,
also that one of the exchange of the acquaintance; the passage of the knowledge cannot more being entrusted to the single
accidental, natural and spontaneous behaviors, as it still happened and it happens in the Districts, mainly in those of
traditional type.
This new management of the acquaintance, necessary in order to face the internationalization,
accompanies to the re-modernization of old cognitive processes you how much the same Districts, and that of it they have
constituted the main base for their happened one.
In particular, fundamental "the practical" acquaintances constitute the
substrate for learning by doing and the learning by using that, she arranges with the processes of socialization between the
entrepreneurial subjects insides to you to the District, has generated an innovative ability
diffused until the context of action of the enterprises has been static, to the type "stimulus-answer".
With of the practical acquaintances, introducing itself fundamentalally as sum of acquaintances characterizes founded them
on a know-how not codified , it is developed in operating within, and it influences the operating modalities and
abilities.
It achieves some that the practical acquaintances assume for OF a strategic importance for upgrading
the business performances and therefore the improvement of the performances had to the process of internationalization
to forehead of an increasing competitiveness, passes from an taken care of analysis and management of the acquaintance
that they give tacit and implicit must esplicitarsi and be codified.
More specifically it is necessary to
observe that in the last years they are increases to you:
- the importance of the factors not of price , which the quality, the emergency, the ergonomics and the style
- the necessity to anticipate the question strategically because of the elevated dinamicità of the international
markets
Therefore in the more dynamic Districts, in concomitanza to a restructure of the network of enterprises,
one has been manifested tendency to put into effect a process control innovated to you.
In particular, more careful management of the technical-productive acquaintances is found one and trades them to the aim to
put into effect political of penetration and consolidation in the markets, through the offer of mix of products and changing
services and of elevated quality, than you meet the question upgrades them of the markets.
In the first case of change
(cfr.vedi understood them previous), in which the District it is entrusted to the external enterprises for the distribution
on the international markets, they are of fundamental importance, for the activation of the inner mechanisms of learning to
the district area, the flows informed you relati you to the characteristics of the markets that give the outside must be
moved towards the inside of the District (feedback of orders, marketing, personalization of the products). The business
strategies them and productive they must be based on the ability to acquire and to select the exogenous information and
acquaintances to the District and subsequently to compare them and to integrate them with those endogenous ones.
In
according to case all assume great importance those processes of management of the acquaintance turn to facilitate the
transfer of the productive acquaintances from the district context, in which they have been developed, towards the new areas
of takeover; moreover it must be in a position to traslare the just ruotines of learning towards the new context.
The POSSIBLE EVOLUTION: THE NEW MANAGEMENT OF THE ACQUAINTANCE
The breach of the international chain based on the inner relations to the District determines one
situation unbalanced for the various categories of present enterprises: the enterprises that have acquired an independent
ability to relation with the outside can be useful for the situation in order to set up a various division of labor, that it
uses resources and external competences placed in competition with the traditional suppliers or district purchasers.
The enterprises that instead do not have acquired an independent ability to relation with the outside find to lose traditional
suppliers and outlets, or they are found to compete with external contenders more forts, than accessible thanks to the
specificity of the competences and supplies to the inside of the District cannot more be excluded from the market.
It is found to us therefore of forehead, in this moment, to a gap between enterprises and a conflict of interest that can
seriously minare the cooperation base that has resisted up to now.
Draft however of a covered normal school evolutionary,
marked from crises that can be to foriere of new organizational shapes. The District, like complex formation, must in part
decomporsi for being able to reconstruct its chains of the value and its outlines of division of labor.
There are various
possibilities evolutionarily to exit from one situation of ungluing of the synchrony and inner coherence:
- the development of functions of leadership from part of enterprises capofila that "they ferry" also enterprises associated
towards outlines that, meanwhile tighten the inner ties between a selected group of partners, preview one expansion of the
relations of District towards the new outside and back enterprises of external origin;
- the relational increase of autonomy
from part of enterprises up to now attested on the market captive, even taking advantage itself than nets or relationships of
cooperation with other enterprises;
- the specialistiche search of vocations and competences that are useful not single in the
inner net to the District but in one logical of extended division of labor more.
- the formation of local institutions that give
one "head" to the District, so as to to maintain high, in this moment of redefinition of the strategies, the level of sharing and
communication, clarifying the opened strategic alternatives.
These and others can be the roads in order to modify the
relational reticulum of the single enterprises so as to to be redefinition of the District in sense territorial extended
participates more of one.
However, what it must change, it is the way to work, the cultural attitude that the enterprises
adopt to the inside of the system District.
In the same way with which the great hierarchical system of the fordista tradition
it is broken off in many business units independent, ciascuna di.le which try just a relationship with the market and external
partners, developing to a specific mission and more exclusive and focused competences, in the District the various units
(enterprises) must increase just the patrimony of acquaintance and relations, without to more remit it to the total system
(that is to other captive enterprises of the market).
This involves remarkable changes in the logic that presides to the
development of every enterprise:
- increase of intelligence "online";
- reversibility of the relations;
- formalize of the languages and the operating
procedures, in order to join to communications and relations at a distance;
- professional of the job, to several
the levels, in order to govern relations and competences mainly forms them;
- increasing investments and risks in immaterial
resources;
- dependency from services specializes to you localizes to you also outside of the District.
This transformation
is the passage necessary in order to have also a various internationalization of the enterprises, that it could mainly be
articulated regarding the model of the pure export of the finished product or of the sale of blots of it and members.
The issue to place is that one "not to svendere" the competences and the advantages of the District, but to expand woven the
relational inside facendogli to lose its captive characters and its geographic ristrettezza. Draft to prime total nets on a
carrying nucleus still valid of competences and cycles localizes to you in the District, that it can become the focale point
of relations extended towards the outside.
In so far as variable the strategic one not is more neither the export than
goodses (than it does not favor the alliances with foreign partners), neither the export of blots of it or members (that it
transfers the acquaintances without radication of the relations); but it is the formation of channels of exchange regulated
of the acquaintances and combined accumulation of new acquaintances. The income in net of new partners (also foreign) must be
seen also like a learning occasion: there are new markets and new competences that, exchanging itself with those traditional
ones of the District, can open new business, explore new needs, suggest to new products and new uses of the traditional products.
Only in this way the evolution towards the outside, that it is unavoidable, will be able not to be a moment of impoverishment
of the District, but to prime of an evolution towards variety and competences not still explored.