1Assistant Professor (Marketing & Strategy) ICFAI Business School (IBS)-Hyderabad, (Under IFHE), India, e-mail: surjitk@ibsindia.org
2Indian Institute for Production Management, School of Management Kansbahal, Near Rourkela, Sundargarh, Odisha, e-mail: barnali.twity@gmail.com
Online published on 28 February, 2020.
Handloom in the state of Odisha is promoted under the ‘Integrated Handloom Cluster Development Programme’, sponsored by Development Commissioner for Handlooms, Government of India. The programme is implemented by Boyanika, Department of Textiles & Handloom, Government of Odisha, Bhubaneswar. There are four such clusters in the western part of the state. Among these four, Bargarh Handloom Cluster is one which has nearly 5000 working looms with annual production of INR 250 mn and produces exclusive variety of Sambalpuri Ikat (tie & dye) cotton sarees, dress materials for ladies & gents, bed covers etc, in its Attabira, Bargarh, Bijepur & Sohela blocks.
The dynamic process for creation of competitive advantage of the cluster is discussed in this paper by using Michael E. Porter's Diamond model. It highlights six broad factors such as, factor conditions (resources); Demand conditions (market scenario); Related and supporting industries (supplier of raw materials & inputs); Firm strategy, structure and rivalry (enterprise system & practices); Government (support from concerned departments & offices); Chance events (contingent issues) for a thorough understanding of the cluster. This diagnostic study helps in explaining the value chain, the structure & composition, systems & practices, operations & management, and economy & socio-cultural attributes of the cluster. Data collected from the authorities of handloom community enterprises, self-help groups, weavers’ cooperative societies, supporting government departments, non-government organizations, developmental agencies, and weavers have been used for qualitative analyses.
The paper culminates with unique findings such a multiplicity & uncoordinated developmental efforts, depletion of knowledge worker base, insufficient measures for protection of traditional art & craft, insufficient training need identification, industry fragmentation etc. as areas of importance. It has significant scope for future research in the perspective of preservation of the traditional knowledge & dissemination, and measures for well coordinated socio-economic development of the weaving community and industry.
Handloom, competitive advantage, community enterprises, knowledge worker, traditional knowledge
