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PIONEERING A CLUSTER HOUSE MODEL IN AN ECONOMY IN TRANSITION 2014 http://ezaposleni.singidunum.ac.rs/rest/sciNaucniRezultati/oai/record/1/8296 https://www.researchgate.net/publication/374388934_PIONEERING_A_CLUSTER_HOUSE_MODEL_IN_AN_ECONOMY_IN_TRANSITION C. Lund D. Milojković In the late 2000’s Serbia struggled to turn a tide of deindustrialization, economic decline, and weak economic growth. Therefore the idea emerged of developing a collaborative business development model that would increase economic growth and employment through new form of collaboration amongst small and medium size businesses. The LEDIB program has pioneered a cluster model in South-eastern Serbia. The model is unique because it takes a specified point of departure in the unique transitional economy context of the Balkans. It seeks to accelerate local economic development, through relying a local talent, ambition and institutions, and connect these to world-class partners and expertise in cluster development. We term this the Cluster House Model. Across South-Eastern Europe there is a recognition that economic develop¬ment is to take place through increasing inter-company colla¬boration, inno¬vation and internationa¬lization. Cluster House in Nis, Serbia has pioneered a comprehensive cluster development model. The Cluster House Model is a proven way of supporting and accelerating cluster development. The Cluster House functions as an umbrella organization for seven clusters in different industries and fosters colla¬boration through net¬works, meetings, advi¬sory services, inter-business networks, match¬making events, and training ses¬sions. It helps spur innovation by facili¬tating engagement bet¬ween compa¬nies and between companies and universities as well as other research institutions. It brings inter¬na¬t¬ional markets closer by way of joint pro¬motion at trade fair, advice on internationalization strategies and market visits. In everyday life business the concepts are challenging to apply. Particularly so in most transition economies, where distrust of competitors, public authorities and research institutions remain high, and stand in the way of businesses seeking collaboration. There is no single recipe for successful cluster development. All clusters have to take off from their different and unique starting point, given that business environment, traditions, needs, culture, stakeholders, strengths, weaknesses and political reality vary. However, the necessary steps that all clusters have to consider are similar, although with different weight on the different steps. conferenceObject 53 53 Workbook