Purpose – The topic of local development is more and more liked to the role of innovation and creativity as main drivers to implement processes for change, aiming to structural growth and consolidation (Gilbert, 2012). Within such a framework, a crucial role is played by the so-called district economies, which are rapidly taking new shapes, through the transition from the traditional Marshall models to fully developed local systems, which base their competitiveness on innovation and creativity. Such systems, generally referred to as “creativity districts” or “clusters”, are not always able to face the many complex challenges which are coming up on the socio-economical stage and require a strategic planning, both on a political and on an entrepreneurial level, in order to develop those competencies which are nowadays crucial to compete globally.
Design/ Methodology – We propose an approach quantitative. The present paper, starting from the evolutionary tendencies of the post-fordist districts, analyses the identity of the creativity districts (evolved new economical districts, Sacco 2006; Salvemini, 2008) and their relevant policies according to the Italian experience. A creative district or cluster is a geographic concentration of companies, usually small or medium enterprises, with an elevated degree of creativity and innovation, highly specialised, inclined to operate within scientific research centres, such as universities or public laboratories (Cesaroni, Piccaluga, 2003).
Approach/ Originally/ Value – This methodology puts in evidence the tendency of the production district of creativity to balance the activities of exploration and exploitation of the involved stakeholders, meaning the capacity to research and exploit new technological chances and to implement new technology within products and processes (March, 1991). In order to facilitate the relationships between the stakeholders and therefore the balancing of exploration and exploitation it is essential to analyse the capacity of the district to stimulate the development of the social capital among the organizations, which is the base of the mutual trust, often driven by the presence and activity as well as sociocultural animation of associations and public institutions (Granovetter, 1985).
Keywords: Creativity district, Innovation, Exploration and exploitation, Absorptive capacity, Growth