natgillin/translations-raw huggingface dataset:
Klynger og netværk bidrager også til, at fire gange så mange virksomheder starter samarbejdsprojekter om innovation og forskning med eksterne videnparter sammenlignet med tilsvarende virksomheder uden for klynge- og netværkssamarbejde. 
Clusters and networks also contribute to four times as many enterprises starting collaboration projects on innovation and research with external knowledge partners as compared to corresponding enterprises outside cluster and network collaboration.
Det betyder i gennemsnit 9 procent højere produktivitet per medarbejder for små og mellemstore virksomheder, der samarbejder med videninstitutioner om konkrete forsknings- og innovationsprojekter. 
On average, this means a 9 percent higher productivity per employee for small and medium-sized enterprises that collaborate with knowledge institutions on concrete research and innovation projects.
Der deltager årligt over 6000 danske virksomheder i de aktiviteter, som iværksættes af lokale, regionale eller nationale klynge- og netværksorganisationer. 
Every year, more than 6,000 Danish enterprises participate in the activities that are launched by local, regional or national cluster and network organisations.
Over 80 procent er små og mellemstore virksomheder. 
More than 80 percent are small and medium-sized enterprises.
KOMPETENTE KLYNGEORGANISATIONER SKABER ØGET VÆRDI 
COMPETENT CLUSTER ORGANISATIONS CREATE INCREASED VALUE
Stærke klynger består af forskellige aktører med førende kompetencer inden for deres felt. 
Strong clusters are made up of different players with leading competences within their field.
Aktørerne er private virksomheder, private eller selvejende organisationer, universiteter, GTS-institutter, uddannelsesinstitutioner, andre videninstitutioner samt offentlige institutioner og myndigheder. 
The players are private enterprises, private or independent organisations, universities, GTS institutes (Authorised Technological Service Institutes), educational institutions, other knowledge institutions and public institutions and authorities.
Andre typer af aktører, der med fordel kan indgå, kan f.eks. være væksthuse, innovationsmiljøer, forskerparker mv., som kan bidrage med deres kompetencer, ressourcer og aktiviteter. 
Other types of ideal players would be the vaeksthus growth guides, innovation incubators, science parks etc., which can contribute their competences, resources and activities.
Virksomhederne er kernen i klynger og fokus for klyngeor- ganisationens aktiviteter. 
The enterprises are the core of the clusters and the focus of the cluster organisation‘s activities.
Der skal være et fagligt interessefællesskab mellem virksomhederne, men de bør også supplere hinanden med hensyn til kompetencer og placering i værdikæden. 
It is essential that there is a professional community of interests among the enterprises, but they also need to supplement each other as regards competences and positions in the value chain.
Mange virksomhedsklynger er bygget op om hele værdikæder inklusiv underleverandører, serviceleverandører og rådgivere. 
Many enterprise clusters are established around entire value chains, incl. sub-suppliers, service suppliers and advisers.
Konkurrerende virksomheder deltager ofte i samme klynge og opnår fordele af samarbejdet. 
Competing enterprises often participate in the same cluster
Styrelsen for Forskning og Innovation, Innovation: Analyse og evaluering 02/2011, Økonomiske effekter af erhvervslivets forskningssamarbejde med offentlige videnin- stitutioner tiltrække de mindre og kan medvirke til at øge SMV’ernes fokus på forskning og innovation. 
The Danish Agency for Science, Technology and Innovation, Innovation: Analyse og evaluering (Innovation: Analysis and Evaluation) 02/2011, Økonomiske effekter af erhvervslivets forskningssamarbejde med offentlige videninstitutioner (Economic Effects of the Business Community’s Research Collaboration with Public Knowledge
Over de sidste 15 år er der etableret en lang række klyngeorganisationer i Danmark, typisk baseret på en kombination af private og offentlige midler. 
In the course of the last 15 years, a whole string of cluster organisations have been established in Denmark, typically based on a combination of private and public funds.
Behovet for en klynge- organisation opstår fordi klyngens virksomheder og andre aktører kan opnå store fordele ved at klyngesamarbejdet bliver sat ind i en strategisk og professionel ramme. 
The need for a cluster organisation emerges because the cluster‘s enterprises and other players may benefit greatly from the cluster collaboration being set in a strategic and professional framework.
Herved bliver det muligt at samles om en fælles strategi og fælles udviklingsaktiviteter, som skaber større større værdi end aktørerne kunne opnå hver for sig. 
This makes it possible to come together with a joint strategy and joint development activities, which create greater value than the players would have been able to create individually.
Klyngeorganisationer har udviklet sig til at udgøre en vigtig del af infrastrukturen for innovation og videnspredning særlig rettet mod de små og mellemstore virksomheder. 
Cluster organisations have gradually become an important part of the business and knowledge-related infrastructure for innovation and knowledge transfer that is aimed specifically at small and medium-sized enterprises.
Klyngeorganisationen fungerer som et forum for udvikling af nye samarbejdsrelationer mellem private og offentlige aktører samt for dialog om de fremtidige forsknings- og uddannelsesbehov. 
The cluster organisation serves as a forum for development of new collaboration relations between private and public players and for dialogue about future research and educational needs.
Klynge- og netværksindsatsen kan derfor samtidig udgøre et effektivt instrument til hurtigere at finde innovative løsninger på samfundsmæssige udfordringer. 
The cluster and network policy may therefore also constitute an efficient tool that will facilitate faster development of innovative solutions to great societal challenges.
Klyngeorganisationer udgør et samlingspunkt eller triple helix-konstruktion, hvor alle relevante offentlige og private interessenter mødes og udvikler fælles strategier og løsninger på de problemer, som den offentlige og private sektor står over for. 
Cluster organisations constitute a gathering point or a triple helix structure, in which all relevant public and private stakeholders meet and develop joint strategies and solutions to the problems that face the public and private sectors.
Mange danske klyngeorganisationer fokuserer allerede i dag på områder med store samfundsudfordringer, eksempelvis inden for klima, energi, miljø, velfærd, sundhed, transport, boliger og fødevarer. 
Many Danish cluster organisations are already focusing on areas with significant social challenges, for instance within climate, energy, environment, welfare, health, transport, housing and foods.
KLYNGEORGANISATIONERS AKTIVITETER OG OPBYGNING 
ACTIVITIES AND STRUCTURE OF CLUSTER ORGANISATIONS
Klyngeorganisationen hjælper specifikt virksomheder med at finde samarbejdspartnere i ind- og udland, identificere udfordringer og videnbehov, opstart af nye projekter samt generel videnformidling og – videndeling. 
The cluster organisation specifically helps enterprises find business partners in Denmark and abroad, identify challenges and necessary knowledge, upstart of new projects and general knowledge dissemination and knowledge sharing.
Alt i alt er de centrale aktiviteter for klyngeorganisationerne følgende: 
All in all, the central activities of the cluster organisations are as follows:
Hjælpe med at igangsætte og gennemføre konkrete innovations- og samarbejdsprojekter for virksomheder og videninstitioner 
Helping to launch and conduct concrete innovation and collaboration projects for enterprises and knowledge institutions.
Fremme matchmaking, hvor to eller flere parter bringes sammen for at etablere nye samarbejdsaktiviteter 
Promoting matchmaking where two or more parties are brought together to establish new collaboration activities.
Fremme internationalt samarbejde, matchmaking og afsøgning af nye markeds- og eksportmuligheder i samarbejde med relevante partnere så som Eksportrådet og Enterprise Europe Network. 
Promoting international collaboration, matchmaking and investigation of new market and export opportunities in collaboration with relevant partners such as The Danish Trade Council and the Enterprise Europe Network.
Sparring, ideudvikling og kompetenceudvikling, bl.a. gennem virksomhedsgrupper, workshops og kurser 
Sparring, ideas development and competence development, e.g. via enterprise groups, workshops and courses.
Videnformidling, der holder virksomheder opdateret med nyeste viden og forskning 
Knowledge dissemination that keeps enterprises updated on the latest knowledge and research.
Være omdrejningspunkt og brobygger for virksomhedernes deltagelse i innovationssystemet 
Being a focal point and a bridge-builder for the participation of enterprises in the innovation system.
Understøtte virksomheders samarbejde med andre virksomheder fx om adgang til markeder i ind- og udland, fælles forretningsudvikling, øget kommercialisering af forskning, udvikling og innovation mv. 
Supporting the collaboration of enterprises with other enterprises, e.g. on access to markets in Denmark and abroad, joint business development, increased commercialisation of research, development and innovation etc.
Medvirke til at opsamle virksomheders behov for uddannelser og dermed fungere som et fintmasket ”aftagerpa- nel” for uddannelsesinstitutionerne. 
Contributing to picking up on enterprises‘ need for education and thus serving as a fine-mesh advisory board for the educational institutions.
Klyngeorganisationer består typisk af et sekretariat med en klyngeleder i spidsen for det daglige arbejde, og en bestyrelse, der har ansvaret den strategiske retning. 
Cluster organisations typically consist of a secretariat with a cluster manager heading the day-to-day work and a board that is responsible for the strategic direction.
I bestyrelsen bør der både indgå virksomheder og videninstitutioner samt andre centrale aktører/organisationer inden for det gågældende område. 
The board should include businesses and knowledge institutions as well as other central players/organisations within the relevant area.
I gennemsnit har de større klyngeorganisationer omkring 4-6 medarbejdere. 
On average, the large cluster organisations have 4-6 employees.
De allerstørste har op til 10-15 medarbejdere. 
The largest have as many as 10-15 employees.
Sekretariaterne er placeret enten hos universiteter, GTS- institutter, forskerparker eller andre non-profit organisationer. 
The secretariats are located at universities, industry associations, GTS institutes, science parks or other non-profit organisations.
Brancheforeninger bør kunne spille en fremtrædende rolle i klyngeorganisationen (fx i dens bestyrelse) og formidle klyngens tilbud og ydelser til brancheorganisationens medlemsvirksomheder. 
Industry organisations should be able to play a dominant role in the cluster organisation, e.g. on its board, and support its work through the communication of services to the industry organisation‘s member enterprises.
Udover at repræsentere virksomhedernes interesser i klyn- georganisationen, kan brancheforeningerne også fungere som ambassadører og hjælpe klyngeorganisationerne med skabe gode kontakter og nå ud til flere virksomheder. 
In addition to representing the enterprises‘ interests in the cluster organisation, the industry associations can also serve as ambassadors and help the cluster organisations create good contacts and reach more enterprises.
Endelig vil større klyngeorganisationer være mere robuste overfor tab af virksomheder i klyngen. 
Finally, large cluster organisations will be better equipped to sustain the loss of enterprises within the cluster.
Kravene til klyngeledelsen vokser med antal aktører. 
The requirements on the cluster management grow in step with the number of players.
Det kræver en dygtig klyngeledelse at sikre, at flere hundrede virksomheder med forskellige behov opnår værdi af samarbejdet i klyngeorganisationen. 
A competent cluster management is necessary in order to ensure that several hundred enterprises with different needs achieve value from the collaboration in the cluster organisation.
De bedste organisationer i Europa – herunder også i Danmark – har vist, hvordan det lade sig gøre. 
The best organisations in Europe – including in Denmark – have shown how to do this.
Et af elementerne er at underopdele store klyngeorganisationers medlemsvirksomheder i mindre interessefællesskaber, men hvor der samtidig er fokus på at opnå tværfaglige synergier. 
One of the elements is to subdivide large cluster member enterprises of organisations into smaller communities of interest but with a focus on preserving cross-disciplinary synergies.
Virksomheder bør løbende give klyngeorganisationen feedback om behov og aktivt påvirke aktiviteternes indhold, så der leveres ydelser af kvalitet og relevans. 
Enterprises should continually give feedback to the cluster organisation about needs, and they should actively influence the content of the activities so that quality and relevant services are provided.
Samtidig er det vigtigt, at virksomhederne bidrager med egenfinansiering af klyngeaktiviteterne, så der sikres tilstrækkeligt med engagement og forpligtelse fra virksomhederne. 
At the same time, it is important that the enterprises contribute with their own funding of the cluster activities in order to ensure adequate involvement and commitment from the enterprises.
KLYNGEINDSATSEN I DANMARK 
THE CLUSTER POLICY IN DENMARK
UDVIKLINGEN I KLYNGEINDSATSEN I DANMARK 
DEVELOPMENT IN THE CLUSTER POLICY IN DENMARK
Der findes klyngeorganisationer placeret i alle dele af Danmark. 
There are cluster organisations located in every part of Denmark.
Regionerne er i gang med 2. generations udviklingsstrategier og har fokus på vækst og jobskabelse gennem brug af klyngeorganisationer. 
The Danish regions are working on second generation development strategies, focusing on growth and job creation through the use of cluster organisations.
Regionerne prioriterer nu de væsentligste regionale klynger, hvoraf mange har hovedaktiviteter, der rækker ud over de regionale grænser. 
The regions are now giving priority to the most significant regional clusters of which many have main activities that go beyond the regional borders.
De 20 har fokus på væsentlige danske erhvervs- og forskningsmæssige styrkepositioner og har internationalt samarbejde med omkring 50 lignende udenlandske klyngeorganisationer. 
Those 20 focus on significant Danish business and research-related positions of strength and collaborate internationally with around 35 similar foreign cluster organisations.
Via en koordinering mellem stat og regioner er der i klynge- organisationerne opbygget en større kritisk masse i kompetencer og virksomhedsrettede aktiviteter. 
Via coordination between government and regions, a critical mass of competences and activities aimed at enterprises has been established in the cluster organisations.
Her kan vi stadigvæk lære meget. 
We still have a lot to learn.
Derfor samarbejder ministerier på tværs af landene og laver fælles analyser og politikpapirer. 
This is why ministries collaborate closely across the countries, preparing joint analyses and policy papers.
I EU er der øget fokus på klynge- og netværkspolitikken. 
The EU has increased its focus on cluster and network policy.
Europa-Kommissionen opbygger et Europæisk Klynge Excellence Initiativ (ECEI) og indfører et kvalitetsmærke for klyngeorganisationer, som kun tildeles eliten af klyngeorganisationer i Europa (”Gold Label”) ”. 
The European Commission is developing a European Cluster Excellence Initiative (ECEI) and introducing a quality label for cluster organisations, which is only to be awarded to the elite among cluster organisations in Europe.
Forventningen er, at klyngeorganisationer, der opnår kvalitetsmærket ECEI, foruden større synlighed vil få nemmere adgang til visse typer af EU-finansierede samarbejdsaktiviteter under de kommende forsknings- og innovationsprogrammer Horizon 2020 og COSME. 
In addition to getting greater exposure the expectation is that cluster organisations which achieve the ECEI quality label will gain easier access to certain types of EU-funded collaboration activities under the future research programme Horizon 2020.
Desuden har Europa-Kommissionen netop etableret et særligt kontor for klynge- og netværkspolitik, der skal fremme effektive økosystemer for innovation, intelligent specialisering, internationalisering af klyngeorganisationer og fremme af excellente klyngeorganisationer mv. 
Furthermore, the European Commission recently set up a special unit for cluster and network policy, which is to promote efficient eco systems for innovation, smart specialisation, internationalisation of cluster organisations just as it is to promote excellent cluster organisations etc.
Nye internationale undersøgelser viser, at det er helt afgørende for klyngeorganisationers succes og holdbarhed, at de har en dygtig ledelse, en effektiv organisering og udbyder services, der er skræddersyet virksomhedernes behov. 
New international surveys show that it is crucial to success and durability of the cluster organisations that they are competently managed and efficiently organised, and that they offer services that are tailor-made to suit the needs of the enterprises.
I fremtiden er der brug for at få øget fokus på udvikling af effektive klyngeorganisationer, herunder god ledelse, gode kompetencer samt virksomhedsrettede tilbud og aktiviteter. 
In future, it will be necessary to increase focus on the development of efficient cluster organisations, including good management, good competences and offers and activities that are aimed directly at enterprises.
Det vil bidrage til at øge effekten på vækst, eksport og innovation af klyngeorganisationernes ydelser og aktiviteter. 
This will contribute to increasing the effect of the growth, export and innovation of the cluster organisations‘ services and activities.
Det kan ske ved bedre at koordinere indsatserne på tværs af det lokale, regionale og nationale niveau samt ved at samarbejde om at øge kompetencer og kvalitet i ydelserne i klyngeorganisationerne. 
This can be done by improving the coordination of the policy across local, regional and national levels and by collaborating on increasing the competences and quality of the services in the cluster organisations.
Indsatsen skal fremme de gode virksomhedsklyngers udviklingsmuligheder samtidig med, at der inden for nye lovende erhvervsområder skabes plads til fremtidens klynger og vækstvirksomheder. 
The policy must promote the good enterprise clusters‘ development possibilities while at the same time ensuring that room is created for future clusters and growth enterprises within new and promising business areas.
Indsatsen skal også kunne finde og udvikle fremtidens væksterhverv - de såkaldte spirende klynger. 
The policy must also be able to find and develop tomorrow‘s growth industries – the so-called emerging clusters.
Styrelsen for Forskning og Innovation, Innovation: Analyse og evaluering (Innovation: Analysis, Evaluation) 17/2011, Clusters Are Individuals: Creating Economic Growth through Cluster Policies for Cluster Management Excellence – Nordic-German-Polish Cluster Policy Benchmarking Project formere den kriseramte træ- og møbelindustri i Midtjylland til en succesrig livsstilsklynge, der sælger design- og livs- stilsprodukter med høj værdi. 
The Danish Agency for Science, Technology and Innovation, Innovation: Analyse og evaluering (Innovation: Analysis, Evaluation) 17/2011, Clusters Are Individuals: Creating Economic Growth through Cluster Policies for Cluster Management Excellence – Nordic-German-Polish Cluster Policy Benchmarking Project
Klyngeindsatsen har derfor fokus på ikke blot, hvad vi skal leve af i morgen, men også om 10-20 år. 
The cluster policy therefore focuses not only on what we are to live on tomorrow, but also on what we are to live on in 10- 20 years‘ time.
En moderne politik må have det langsigtede perspektiv. 
A modern policy needs to have a long-term perspective.
SAMMENHÆNG MELLEM KLYNGEORGANISATIONER OG UDDANNELSESINSTITUTIONER SAMT GTS-INSTITUTTER 
COHESION BETWEEN CLUSTER ORGANISATIONS AND EDUCATIONAL INSTITUTIONS AND GTS INSTITUTES
Det er vigtigt, at de forskellige aktører i innovationssystemet, herunder universiteter, GTS-institutter og uddannelsesinstitutioner mv., har fokus på at bruge klyngeorgani- sationerne som et redskab til at nå virksomhederne med deres viden og til at finde virksomheder til samarbejds- og forskningsprojekter. 
It is important that the different players in the innovation system, including the universities, GTS institutes and educational institutions etc., focus on using the cluster organisations as a tool for reaching the enterprises with their knowledge and for finding enterprisees for collaboration and research projects.
Klyngeorganisationerne kan stå for en større grad af match- making og formidling af viden mellem deres medlemsvirk- somheders behov for uddannelser, læring og kompetencer og uddannelsesmiljøerne på alle niveauer. 
The cluster organisations can handle a greater degree of matchmaking and transfer of knowledge between their member enterprises‘ needs for education, learning and competences and the educational environments at all levels.
Det kan blandt andet indebære at formidle viden om konkrete flaskehalse, som medlemsvirksomhederne oplever på arbejdsmarkedet inden for det givne klyngeområde, så uddannelsesmiljøerne kan tage handsken op og udvikle nye uddannelser, forbedre de eksisterende og komme med nye efterud- dannelsestilbud. 
This could, among other things, involve communicating knowledge about concrete bottlenecks, which the member enterprises experience in the labour market within the given cluster area, so that the educational environments can pick up the glove and develop new educational programmes, improve the existing ones and introduce new supplementary training offers.
Dette bør også omfatte en koordinering med den kommunale arbejdsmarkedspolitiske indsats, jobcentrene og beskæftigelsesregionerne, som har en overvågningsopgave i forhold til at identificere flaskehalse på arbejdsmarkedet. 
It should also include coordination with the municipal labour market policy effort, the job centres and the employment regions that have monitoring tasks in relation to identifying bottlenecks in the labour market.
Uddannelsesministeriet vil i dialog med videninstituti- onerne arbejde for, at klyngeorganisationer får en mere fremtrædende placering i institutionernes strategier for videnformidling. 
The Ministry of Science, Innovation and Higher Education wants to enter into dialogue with the knowledge institutions to work towards a more prominent position for the cluster organisations in the institutions‘ strategies for knowledge dissemination.
En videninstitution bør være aktiv deltager i en klynge, modtage viden fra de andre institutioner og virksomheder og forpligte sig til selv at bidrage aktivt til videnudveksling. 
A knowledge institution should be an active participant in a cluster, receive knowledge from the other institutions and enterprises and commit itself to contributing actively to knowledge exchange.
Uddannelsesministeriet vil endvidere skabe incitamenter til, at der indgås formaliserede samarbejder mellem klyngeorganisationer og andre centrale aktører i innovationssystemet, heriblandt GTS-institutter. 
The Ministry of Science, Innovation and Higher Education also wants to create incentives for formalised collaborations between cluster organisations and other central players in the innovation system, including GTS institutes.
I ministeriets resultatkontrakter med GTS-institutterne bliver der allerede nu indskrevet, at institutterne skal samarbejde med relevante netværk og klynger om videnformidling. 
The Ministry‘s performance contracts with GTS institutes already include stipulations that the institutes must collaborate on knowledge dissemination with relevant networks and clusters.