Cluster initiatives for the regional museum environment: problems and prospects

Shilina Viktoriya Alekseevna ORCID: 0000-0003-4226-4488 PhD in Cultural Studies Lecturer, Department of Philosophy, Cultural Studies and Humanities, Crimean University of Culture, Arts and Tourism 295034, Russia, Resp Krym, G oblast', g. Resp Krym, G, ul. Kievskaya, 39, of. Resp Krym, g Simferopol', ul Frunze, d 30 miss.viktoriya84@mail.ru

IntroductionThe museum network today is an established construct in which each museum functions according to its profile, preserving and updating cultural heritage both by traditional and innovative methods.

Despite the museum's ability to expand and transform its activities today in connection with the globalization processes taking place, including in the cultural environment, the museum network needs an active and purposeful introduction of innovations in the field of management and intersectoral communications.

Research materialsThe territorial location of companies and organizations is of high importance both for scientific communities and for the administration, since the spatial concentration of a company within one or adjacent sectors determines specific economic benefits for the company itself and the region, which is revealed in the work of M. Porter ^{[18, p. 496]}.

Its use in order to form cluster initiatives has allowed many countries and regions (Germany, USA, etc.) to become advanced in certain industries. In this regard, we note that the foreign experience of using cluster initiatives is considered in the works of V. L. Abashkin, A. D. Boyarov, E.S. Kutsenko ^{[1, pp. 16-27]}. Cultural industries from the point of view of economics were considered by D. Throsby ^{[24, p. 256]}, where the author proposed a new look at the economic aspects of cultural activity and the cultural aspect of economics and economic behavior. The research of I. M. Bortnik, S. P. Zemtsov ^{[6, pp. 26-36]}, L. E. Limonov ^{[21, pp. 210-212]} is devoted to the specifics of the relationship between companies participating in cluster initiatives, in which it was concluded that to date there are still no ready-made decisions on the expediency or clearly predictable effectiveness of such cooperation between companies of specific industries. The presence of significant prospects in the implementation of cluster initiatives is largely the result of the historical spatial concentration of high–tech industries, its importance in creating a cluster is primarily due to possible external factors that positively affect the competitiveness of cluster participants. However, similar effects can occur with the concentration of industrial areas and cultural centers without the formation of cluster initiatives. Such researchers as K. Ketels, G. Lindqvist and O. Solvell were engaged in the study of the conceptual and terminological apparatus ^[12].

The source base for clustering the museum network of Russia and the CIS countries, among researchers-museologists, cultural scientists, etc. is presented mainly in the form of scientific articles, among which such works as: O. N. Astafieva ^[3] in the work "Strategy of sustainable development in the cultural policy of Russian regions" the author analyzed the principles and methods socio-cultural design, which reveal the common and distinctive features of projects, ways and means of achieving the goals set during their implementation. In the work of L. V. Ustyuzhanina "Cultural mapping: step by step" ^{[25, pp. 31-40]} it is argued that for a successful project it is necessary to define a list of fundamental principles depending on the specifics of the design. The article discusses a new approach to planning regional development based on the use of cultural resources – cultural planning. The technology of cultural mapping and the Canadian experience of its application are described step by step. In the work of M. V. Biryukova and A.V. Lyashko ^[5], an overview of foreign historiography devoted to the problems of the cluster approach in art, culture and museum business is presented, as well as the practical experience of museum clusters is considered.

The main partThe term "cluster initiative" was introduced in 2003 by Swedish scientists K. Ketels, G. Lindqvist and O. Solwell.

"A cluster initiative is an organized attempt to create a cluster, solve its problems or improve the growth rate and competitiveness of a cluster in a certain area by involving cluster companies, countries and/or research institutes in the process. Cluster initiatives can be formed either within the framework of a regional or national cluster policy, or based on the actual activities of its stakeholders who determine strategic priorities for the creation or development of clusters" ^[12].

In turn, the cluster policy of a country or region can be presented as a set of cluster initiatives optimized in terms of the effects and risks of their implementation. An international study (356 clusters) suggests that a cluster initiative can come from both the private sector and government organizations and government agencies (41% each). At the same time, "others" (scientific and cultural organizations, business associations, etc.) make up 18% ^{[17, pp. 55-61]}.

Meanwhile, cluster initiatives are defined as activities (joint projects or portfolios of projects, or action plans) of various stakeholders (individuals, initiative groups and organizations) to create or develop clusters functioning within an industry or intersectoral value chain. In economics, value refers to the price, utility, and value that people or markets attribute to goods and services. Cultural values are contained in certain aspects of cultural phenomena, where both material and spiritual aspects of culture act as values in the museum environment, and here values act as the cultural dignity of objects, experiences or memories. Cluster initiatives should be formed taking into account this feature not only for the preservation, but also for the promotion of cultural values ^{[24, pp. 38-39]}.

Cluster initiatives in this regard include a number of project phases, starting with the initiation of a project, the development of a cluster development strategy and an action plan, and ending with the formation of a professional association of cluster members, the implementation of development plans and evaluation of their effectiveness ^{[10, p. 118]}.

In fact, this is very close to the term "community/cluster project".

A community/cluster project or program is a set of interrelated activities that temporarily combine the resources of cluster members to implement its development strategy. A community/cluster project is the satisfaction of the common needs of cluster members and the achievement of calculated quantitative indicators ^{[4, pp. 35-39]}. It is quite legitimate to use these two terms to denote a "subject-oriented approach to stimulating clusters".

Cluster initiatives have the following main objectives: 1) optimization of relations between companies and organizations in the industry chain and cooperation with local authorities and management; 2) introduction of outsourcing mechanisms and contracts between companies and organizations in the region; 3) implementation of joint projects of companies and organizations in the region (marketing, advertising, scientific and cultural, tourism and other activities); 4) implementation of joint production projects and functions; 5) implementation of joint projects for the development of capital territorial production infrastructure (construction and transfer of buildings and structures, transfer, organization of access to resources, comprehensive development of the cultural environment); 6) implementation of joint projects for the development of cultural, recreational, scientific, educational and innovative infrastructure (joint research centers training centers, design centers and prototyping centers); 7) creation and attraction of financial products for ongoing projects (sales, grants, etc.); 8) creation of joint management companies ^{[19, pp. 43-52]}.

Focusing on the goals presented above, I would like to say that in the Crimean region there are already museums (museum networks) corresponding to these tasks. Among these, we can mention the Historical and Cultural Memorial Museum-Reserve "Cimmeria of M. A. Voloshin" (village Koktebel). The reserve includes a network of literary museums and natural areas, cooperates on an ongoing basis with research institutes, cultural centers, hotel and tourist organizations ^[16].

Cluster initiatives may include: cluster members, support groups of cluster companies, entrepreneurial professional communities of the region and their organizations, national and regional development agencies, republican and regional executive and legislative authorities ^{[22, pp. 79-82]}.

The organization of the process of selecting projects in clusters that will receive state funding includes the following stages: seminars ("brainstorming sessions") with cluster participants, research institutes, universities, the purpose of which is to identify opportunities and specific technical aspects of projects; assessment of the impact of project implementation on cluster participants (priority is given to projects of the greatest interest for participants); formation of a consortium of cluster members (5-10 cluster members), project ideas with the involvement of external experts (if necessary) and submission of applications; project quotes are evaluated according to certain criteria. The average duration of the program is from 1 to 3 years ^{[11, pp.47-52]}.

It is fundamentally important that the key projects of the cluster are determined by its participants themselves in the process of entrepreneurial search. Breakthrough projects often appear at the intersection of existing potential and opportunities, technologies relevant to the region, forecasts that can outline long-term growth strategies, and, finally, entrepreneurial talent, including finding the right combination of resources and focusing them on new market opportunities ^[9]. It is obvious that local companies, universities and authorities are more aware of their potential, technologies and market opportunities.

In the context of forecasting, it is possible to distinguish the development of such museum clusters of the Crimea as: "Museum of Roads", which appears to be dispersed over almost the entire territory of the peninsula, using various routes and means of transportation from object to object; "Palaces and estates of the Crimea", despite the already existing network of these museums, there is a need for their development, management and popularization as centers of the unique history and elite and spiritual culture of the Crimea. This cluster may include the following museums: Massandra Palace, Count Mordvinov Palace, Emir of Bukhara Palace, Livadia Palace, Yusupov Palace, etc. ^{[8, p. 415]}.

Systematic studies of cluster programs are conducted by so–called cluster observatories - specialized non-profit organizations that publish reports on the goals and results of cluster programs and the effectiveness of federal and regional cluster policy. In the Russian Federation, the analysis of the development and activity of clusters is carried out both on an initiative basis and by order of the Ministry of Economic Development of Russia, it is carried out by the Council for the Study of Productive Forces, the Institute for Statistical Research and Knowledge Economics of the Higher School of Economics, the Council for National Competitiveness, as well as a number of commercial and scientific organizations ^[13].

The algorithm for assessing the probability and productivity of cluster formation consists of the following steps: 1) justification of cluster formation possibilities: - assessment of economic prerequisites; -assessment of resource requirements; - assessment of the needs of the organization; 2) cluster formation: - definition of goals, objectives and targets; - determination of the structure and composition of participants; - feasibility study of the cluster organization project (financial plan, business plan); - specification of tools for the implementation of the cluster initiative, including measures of national financing; - calculation of cluster efficiency; 3) cluster management requires: - to create a management mechanism; - to form a regulatory document of the cluster; - to develop an action plan for the implementation of the cluster initiative ^{[7, pp. 8-9]}.

The cluster is essentially an organizational and economic mechanism that combines the tools of collective self-action of certain types of organizations and economic agents with self-government through collective self-actions based on market, and in our case, cultural interests ^{[2, pp. 129-134]}.

Joint activity of cluster members is possible only if the interests of the participants are better respected than the conditions of individual activity and at the same time the competitiveness of their products (services) increases. To this end, the cluster participants need to ensure the efficiency of their current operations and develop a plan to increase the part of their income that exceeds their current expenses in order to ensure their continuous development and the ability to maintain effective functioning at the next stage of their life cycle ^[23].

It should be said here that if joint activity in the cluster contributes to the stabilization and improvement of the company's position in the procurement and sales market, cost reduction and revenue increase, more frequent and comprehensive renewal and increase of resources, as well as improving the quality and quantity of results, the competitiveness of this type of collective activity awakens at will, and collective activity leads to improve performance. This cannot happen immediately, because the process of expanding and deepening cooperation is based not only on the expected benefits, but also on the level of trust between the participating parties. However, establishing the necessary level of trust is often a serious problem. For this reason, the process of cluster formation and development is inhibited in many ways, and this is a long evolutionary process ^{[20, p. 72]}. The main reason for the formation of clusters is that they are profitable.

The concept of a localized museum environment traditionally distinguishes between three factors that unite the economic interests of the participants:

1) reduction of production and maintenance costs of the target infrastructure and other collective resources;

Advantages can be derived from the fact that agglomeration allows the cost of certain collective resources to be divided among several companies. In most cases, this is the cost of creating the necessary infrastructure. When the association of homogeneous or related companies, including museums, develops, it becomes possible to adapt local infrastructure, education, services, entertainment and other types of public resources in accordance with the needs of specific industries;

2) development of the local labor market in the field of professional qualifications ^[15];

Alfred Marshall wrote in 1890: "In addition to the early stages of economic development, the localization industry has benefited greatly from the fact that localization offers a permanent talent market. Employers often rush to where they are most likely to find excellent employees in the professional fields they are looking for, and applicants, of course, go to where there are many employers who need qualifications and where conditions are created for this" ^{[14, p. 23]}.

At the same time, the proximity of several homogeneously related companies also prevented the formation of a narrow specialization of employees, thereby expanding the capacity of the local labor market.

3) reducing the cost of communication between partners.

The proximity of companies and institutions and regular contacts with each other help to better coordinate and build trust. Clustering alleviates the problems associated with long-distance relationships without causing strict vertical integration or management problems associated with the creation and maintenance of formal communication structures (such as networks, alliances and partnerships). In the last decade, another factor has emerged in the agglomeration of economic advantages: localized clusters of homogeneously connected companies form the basis of a local environment that can facilitate the flow of knowledge and stimulate various forms of adaptation, learning and innovation.

Coexistence can benefit the flow of knowledge, even if the level of trust is negligible: in Silicon Valley, for example, no one knows anyone, without a long history or complicated family relationships. Neighboring companies engaged in similar activities are in a situation where it is possible to observe and compare any differences in the chosen solutions, even the most insignificant (spontaneous "automatic" observation). In addition, knowledgeable local observers can easily distinguish successful experiments from less successful ones. Thus, by co-locating the company to identify and model the best solutions, teaming up with mutually beneficial companies ^[9].

A survey of companies in the southern region of Russia showed that the following advantages attracted their attention:

technologies: cooperation based on the mutual provision of excess capacity and increased productivity due to the independent development of the product by each participant of cooperation;

product technology: cooperation based on the selection of certain types of products (museums of certain types and related organizations) that meet the needs of visitors and market priorities, and the refusal to provide non-demanded types of services; integration based on intermuseum communication and production technology and the use of various components of products and services to ensure transformation into more in-demand.

localization: a group of small and medium-sized companies located next to each other intelligently distributes the necessary parts and components and establishes the necessary technical connections to meet the production needs of large companies; jointly develop projects or create services;

commercialization: transformation of the developed innovations into innovations sufficient to integrate the existing capabilities of many interacting cultural organizations and continue the direction of innovative development. The emergence of opportunities to enter global networks and international networks to create products and technologies has also strengthened the commercial component;

development of new production facilities:  a group of operating companies provides a service on a joint basis, which can provide high-level localization and the possibility of using public-private partnership (PPP) mechanisms to invest in such projects or directly attract public and private investors; companies that use joint use on an equitable basis, including the use of PPP mechanisms to compensate the founders of missing links in their joint networks, or allow the use of new technologies to focus on the next stage of the production process; creation of a collective organization of users on a common basis, including PPP as a form of investment, concentration of activities and resources in the context of providing services to large masses of consumers, including supplies and sales, auxiliary and trial production, marketing, recruitment, investment, infrastructure, etc. ^{[10, p. 118]}.

Thus, we can identify the prerequisites for creating clusters:

- interaction of companies within the framework of business processes, using the competitive advantages of the region and focusing on dynamically developing market segments;

- managing a large number of SMEs that use different technologies and/or specialize in providing one or more services. According to experts, among the large cluster organizations, it is SMEs that provide the optimal division of labor and the necessary flexibility of the main production processes;

- the presence of scientific organizations (universities, research and educational institutions) with a high entrepreneurial culture;

- access to skilled labor, free production facilities, general equipment, etc.;

- complete infrastructure, including science parks, information and technology centers, multidisciplinary cultural areas;

- the policy of republican and local authorities and management aimed at supporting and developing clusters ^[26].

ConclusionsBoth the concept of "cluster" and the concept of "cluster initiative" came to the cultural environment from economics.

This process occurs for several reasons: firstly, the importance of cultural institutions as economically significant units has increased; secondly, clustering, as a way of functioning of industries, has confirmed its productivity and is applicable in various industries.

The concentration of individual sectors of cultural industries in different countries contributed to the development of cluster policy in order to create cluster initiatives, the main task of which is to promote cooperation between marketing, culture, science and the state to increase innovation activity in these areas.

And clustering of the museum network in this case is no exception, since being a certain "point of growth", cluster initiatives contribute to strengthening the positions of museums and organizations belonging to the cluster, and stimulate the cultural and economic environment of the region and the state. Another important function of cluster initiatives is the formation of partnerships to strengthen the geographical localization of cultural, scientific and industrial potentials of territories, regions and countries. This is another reason why the creation of cluster initiatives is a priority tool of cluster policy and a prerequisite for the development and implementation of their innovations in the structure of cluster development of the museum space.

However, it should be noted that the creation of cluster initiatives in industries and regions where there are no geographical clusters is questionable, and the search for geographical clusters and the formation of cluster initiatives based on them is an important tool for stimulating economic development ^{[6, pp. 26-36]}.

A distinctive feature of cluster initiatives is the presence of management mechanisms created by business, scientific organizations, financial institutions, regional and/or state bodies. The purpose of the cluster initiative is to guide and support the implementation of joint projects, establish mechanisms for interaction between participants and resolve common issues, including infrastructure. When forming a cluster initiative, special attention is paid to the cluster structure. Believing that each company or organization participating in the cluster should contribute to optimal functioning and development.

On the one hand, the absence of cluster initiatives in regions with a high concentration of a particular industry may indicate an insufficient level of development of relations between organizations (one of the decisive factors in the formation of cluster initiatives) and a low level of interest of regional authorities in the development of this sector of the economy or labor productivity.

On the other hand, it is a signal to the regional authorities about the prospects of creating appropriate cluster initiatives. To do this, you need: 1) to determine whether there is a relationship between the companies forming the cluster; 2) to analyze the type, diversity, quality and other characteristics of the products produced by the companies in order to formulate a possible joint project. 3) sign a contract for the implementation of a joint draft cooperation agreement. Cooperation between companies specializing in certain areas can increase their productivity. The most successful case is the correspondence between geographical clusters and cluster initiatives.

Finally, I would like to identify some problems that negatively affect and hinder the formation and functioning of clusters, including in the regional museum environment. The most important of them should include:

- low level of culture of interpersonal communication, trust and general production ideology;

- lack of common economic interests between companies, especially between companies in the technological production chain;

- there is not enough support from regional authorities for companies participating in the cluster structure. In particular, federal centers should have their own regional development plans, allowing regions to develop long-term plans for the development of clusters. Defining the development path and creating regional brands are the tasks of the regions within the framework of the program;

- unstable links between museums, research institutes, universities and manufacturing companies;

- short-term growth strategy of cultural organizations (in particular museums) and lack of long-term interest of the authorities in increasing competitiveness;

- the low level of development of the business environment and infrastructure and the lack of competition and its weak intensity.