基于GEM模型的会展产业集群竞争力评价研究

上海交通大学硕士学位论文基于GEM模型的会展产业集群竞争力评价研究姓名：李蓓蕾申请学位级别：硕士专业：企业管理指导教师：王方华20090114IIIGEM20“--”GEMGEMGEMGEMGEMIVGEMGEMGEMVSTUDYONINDUSTRIALCLUSTERCOMPETITIVENESSEVALUATIONOFMICEINDUSTRYBASEDONGEMMODELABSTRACTAsanewregionaldevelopmenttheoryafterGrowthPoleTheoryandGradientTransferTheory,IndustrialClusterTheoryworksasaguidanceofregionaleconomicsdevelopment.Ithasbeendemonstratedbyinternationalexperiencesthatindustrialclusteristheoutcomeofglobalization,andwouldbethechoiceforcountriesandregionstoreactagainstglobalization.Throughover20years’reformandopening-up,MICEindustryinChinahasalreadybuiltuparudimentofindustrialcluster.Thereisanobviousaggregatingtendencyofexhibitionhalls,exhibitioncompaniesaswellastheperiodicalexhibitioneventsinChina.FiveregionalMICEBeltshavebeenestablished:JingJinJiBelt,centeringonBeijingandTianjin;YangziRiverDeltaBelt,centeringonShanghai;PearlRiverDeltaBelt,centeringonGuangzhou;NortheastBelt,centeringonDalianandShenyang;SouthwestBelt,centeringonChengduandKunming.ConsideringtheobviousadvantageofMICEindustrialclusterandtheestablishedrudimentofMICEindustrialclusterinFiveBeltsinChina,itissurethatfurtherdevelopmentandconstructiononindustrialclusterwouldhelptoadvancethegrowthofbothMICEindustryandregionaleconomicinChina.Also,itisanefficientchoicetoenhancecorecompetitivenessaswellastoacceleratethegeometricgrowthofindustrialeconomicinChina.Tillnow,theresearchofMICEindustryinChinafromtheperspectiveofindustrialclusterislimited,muchlessquantitativeanalysis.ThethesisisaimingtoapplyGEMModel,whichwasderivedfromPorter’sDiamondModeltoconductquantitativeanalysisonthedevelopmentallevelofMICEindustrialcluster.VIAftersummarizingothercorrelativeresearchonindustrialclusterofbothMICEindustryandotherindustries,aswellasreferringtostudiesonindicesofMICEindustrycompetitivenessevaluation,theauthorhasestablishedanindexsystem,basedonGEMModel,applicabletoregionalMICEcluster.Duringthestudyprocess,theauthordesignedquestionnairesforexpertsanduseAHPmethodtogetindexweights.ThentheauthordesignedanotherquestionnairetoShanghaiMICEenterprisestoobtaineachscorefortheindices.Finally,theauthorcalculatedtheGEMcompetitivenessscoreforShanghaiMICEindustrialcluster.Therearetotally6partsinthethesis,including5chaptersandconclusionpart.Chapter1introducesthethesisbackground,researchsignificance,researchmethod,frameworkandstructure.Chapter2definestheconnotationofMICEindustrialcluster,aswellassummarizestheoryonindustrialclustercompetitivenessofMICEindustry.AfterintroducingDiamondModelandGEMModel,Chapter3comparesthesimilaritiesanddifferencesbetweenthetwomodels.FromtheperspectiveofMICEindustrialclustercompetitivenessevaluation,thechapteranalyzesthedisadvantagesofDiamondModelandtheadvantagesofGEMModel.Chapter4establishesevaluationindexsystemofMICEindustrialclustercompetitiveness,anddiscussesdataprocessingmethodofweightingtheindicesandquantitativeanalysis.Chapter5appliestheindexsystemestablishedinChapter4toShanghaiMICEindustry.Aftersystematicresearchandscientificanalysis,theauthorconcludesthatShanghaiMICEindustryisamongtoplevelwithinChinaandgivessomesuggestionagainsttheweakpointofShanghaiMICEindustry.Thelastpartsummarizestheoutcomeandshortcomingsofthethesis.KEYWORDS:MICEindustry,industrialclustercompetitiveness,GEMModelIII1[1]1919[2]2120802025%WTOCEPA2008201021999~2020GEMGEM3Figure1-1ThesisStructure12GEM3GEMGEM4GEM4AHP55GEM5[3]2-12-1Figure2-1ValueChainofMICEIndustrial..:,200662-22-2Figure2-2StructuralNetworkofMICEIndustrialCluster..:,20065-272070901951195419611991PrenticeHall·2080RobertChristieMillAlastair·M·MorrisonTheTourismSystem[4]18731905208199020902003[5][6][7][8]20031127[9]2002[10][11][12]9BusinessStrategiesGroupLtd.“EconomicImpactofHongKong'sExhibitionsIndustry:Economicimpactassessmentfor2002andprospectsforfuturegrowth”,1.(diamondmodel)[13][14][15]2.10(linkages)[16](extentofthefunctionaldifferentiation)(networkdensity)(networkcohesion)(networkcentralization)(qualityofnetworkinfrastructure)[17][18]Manuel(firmlevel)(clusterlevel)(countrylevel)[19]Stamer(microlevel)(mesolevel)(macrolevel)(metalevel)[20]Manuel3.LynnFulvia(competence)[21][22]Pekka[23]111.Feser[24]2-32-3Figure2-33-DimensionalAnalysisonIndustryClusterEvaluationRelation♦♦♦♦♦♦♦♦LifeCycleGeographicFactors12Mitra11(geographicscope)(density)(breadth)(depth)(activity)(span)(leadership)(stageofdevelopment)(technologies)(innovativecapacity)(ownershipstructure)11[25]2.PadmoreGibsonGEM(groundings-enterprises-markets)GEM(groundings)(supplydeterminants)(enterprises)(structuraldeterminants)(markets)(demanddeterminants)[26]GEM(input-output)(InstituteforStrategyandCompetitiveness)(clustermappingproject)(ClustersandCompetitivenessFoundation)(clustercompetitivenessreport)1314.3-1Figure3-1Porter’s“DiamondModel”15·,.[M].,2002.1.2.162003003.4.175.6.18--GEMTimPadmoreHerveyGibson[26]GEM3-21IGroundings2IIEnterprises3IIIMarketsGEMGEMFigure3-2GEMModel,.GEM1.IGroundingsGroundingsEnterprisesMarkets19122.IIEnterprises123.IIIMarkets1202GEMGEM1.11010987654321benchmarking212.PAIRSCORE=D2i-1+D2i/2i=123PAIRSCORED2i-1D2iD2i-1D