Table 2 Empirical findings with theories... | Emerald Publishing

Table 2

Empirical findings with theories

Empirical themes	Empirical findings	Theoretical link
Interaction process/Relationship environment	Lack of an international network and collaboration strategy Establishing international links with similar clusters Information exchange patterns; two-way communication exchanges; and long-term institutionalization Inter-firm competitive rivalry and collaboration in clusters (Singh et al., 2022) Cluster through a resource orchestration lens (Kumar et al., 2022)	Lone clusters lack the knowledge and resources required to support the internationalization process, i.e. a sequential learning process (Osarenkhoe and Fjellström, 2021; Johanson and Vahlne, 2009) The role of the hub-firm in developing innovation capabilities (Kumar et al., 2022) Inter-firm competitive rivalry and collaboration in clusters (Singh et al., 2022) Innovation ecosystems (Spicka, 2022)
Interaction parties or partners	Internationalization strategies and research relationships Internationalization platform Cross-sectoral and cross-border organizational network model Complementarity-based nature of coopetition strategy and its impact on collective strategies for value generation among actors	Knowledge and innovation happens in interactions among various stakeholders (Baraldi and Waluszewski, 2005; Håkansson and Waluszewski, 2002; Singh et al., 2022; Spicka, 2022; Kumar et al., 2022; Chatterjee et al., 2022; Del Vecchio et al., 2020)
Relationship atmosphere	Broaden its network and partnerships New knowledge and new business opportunities Greater access to internationalization and growth capital	Strong interactions among clusters and their stakeholders bring opportunities in the network (Pavelkova et al., 2015; Morgulis-Yakushev and Sölvell, 2017; Jankowska and Główka, 2016; Sölvell and Lindqvist, 2011; Singh et al., 2022; Spicka, 2022; Kumar et al., 2022)

Empirical themes	Empirical findings	Theoretical link
Interaction process/Relationship environment	Lack of an international network and collaboration strategy Establishing international links with similar clusters Information exchange patterns; two-way communication exchanges; and long-term institutionalization Inter-firm competitive rivalry and collaboration in clusters (Singh et al., 2022) Cluster through a resource orchestration lens (Kumar et al., 2022)	Lone clusters lack the knowledge and resources required to support the internationalization process, i.e. a sequential learning process (Osarenkhoe and Fjellström, 2021; Johanson and Vahlne, 2009)The role of the hub-firm in developing innovation capabilities (Kumar et al., 2022)Inter-firm competitive rivalry and collaboration in clusters (Singh et al., 2022)Innovation ecosystems (Spicka, 2022)
Interaction parties or partners	Internationalization strategies and research relationships Internationalization platform Cross-sectoral and cross-border organizational network model Complementarity-based nature of coopetition strategy and its impact on collective strategies for value generation among actors	Knowledge and innovation happens in interactions among various stakeholders (Baraldi and Waluszewski, 2005; Håkansson and Waluszewski, 2002; Singh et al., 2022; Spicka, 2022; Kumar et al., 2022; Chatterjee et al., 2022; Del Vecchio et al., 2020)
Relationship atmosphere	Broaden its network and partnerships New knowledge and new business opportunities Greater access to internationalization and growth capital	Strong interactions among clusters and their stakeholders bring opportunities in the network (Pavelkova et al., 2015; Morgulis-Yakushev and Sölvell, 2017; Jankowska and Główka, 2016; Sölvell and Lindqvist, 2011; Singh et al., 2022; Spicka, 2022; Kumar et al., 2022)