Why is Intersectoral Cooperation Difficult to Maintain? Insights from French Cluster Policy

Intersectoral cooperation is increasingly perceived as important to regional renewal. Yet, studies of local cooperation generally show that few ties exist among actors from different sectors. However, we know little about the mechanisms behind this lack, which exists despite efforts by policy makers and, sometimes, despite the desires of upper-level managers within firms. I attempt to examine mechanisms that might explain this lack of intersectoral partnerships. To this end, I will use a study of the cluster at Plateau de Saclay (in the Paris suburbs), which was founded in response to the French government's Pôle de compétitivité policy. The paper shows that, in order to understand these mechanisms, it is necessary to examine both local arrangements and employees' work within firms. The former explains dynamics of inclusion and exclusion, while the latter sheds light on the way firm strategy is constructed. Local arrangements have made it difficult to build intersectoral partnerships. In some cases policy does succeed in making firms from different sectors cooperate, but these partnerships are difficult to maintain—a problem that results from negotiations inside large firms with conflicting economic goals and a lack of experience in measuring knowledge benefits.