How To Understand The Concept Of A Cluster Accelerator

Transcription

1 1 System Innovation, Smart Specialisation, Cluster Policies Reflections K. Debackere, December 3rd, 2014

2 2 Reflections: Systems Innovation Hekkert et al. (2007) Resource allocation Market development Innovation Cycle Knowledge creation Entrepreneurshi p

3 3 Reflections: Systems Innovation Why do we need entrepreneurs?

4 4 Reflections: Systems Innovation VIA (2014) Beyond TH & QH:

5 Reflections: Smart Specialization 5

6 6 Reflections: Smart Specialization Unique knowledge, innovation and economic capabilities present in a region or nation, Clustering of activities on the basis of an entrepreneurial discovery process (not just entrepreneurs ), Supported by cycles of policy learning in a Triple Helix context and approach.

7 7 Reflections: Smart Specialization Transition is one pattern of structural changes that a smart specialization strategy is likely to generate. Transition occurs when a new economic domain emerges from existing industrial commons (a collection of R&D, engineering, and manufacturing capabilities that sustain innovation). E.g. the development and growth of a sustainable chemistry sector out of the present chemical industrial commons. Modernization is another pattern. It is manifest when the development of specific applications of a general-purpose technology produces a significant impact on the efficiency and quality of an existing (often traditional) sector. E.g. rejuvenating present, traditional manufacturing operations through the introduction of mechatronic technologies. Diversification in a narrow sense is a third pattern. In such cases the discovery concerns potential synergies (economies of scope, spillovers) that are likely to materialize between an existing activity and a new one. E.g. diversification of traditional textile activities into a high value-added technical textiles industry. A fourth strategic pattern involves the radical foundation of an economic activity domain. In this case, the discovery is that R&D and innovation in a certain field has the potential to make some activities progressive and attractive that had not been previously. E.g. nanotechnologies for health via medical technology applications.

8 Reflections: Clusters in support of Systems Innovation 8 Clusters as vehicle to support new industry & innovation policy in major societal transitions. Industry & innovation & transition policy to be linked to grand societal = economic challenges. Need for a systemic view and approach. Societal challenges require fundamental transitions that encompass both economic threats and opportunities. Examples: ageing populations, affordable healthcare, materials & waste & recycling, energy,

9 9 Clusters Diverse, heterogeneous, cross-sectoral, multi-institutional. Presence of QH actors + access to funding instruments. From value chain to value network or value web. Number of participants can vary, not a determining factor & can be limited.

10 10 Clusters Need for a cluster accelerator concept. {Lichte structuren / SIP} as starting point? AOI opportunity. Cluster accelerator (CA)s as generators of dedicated multi-actor clusterconsortia. Governement & CA: clusterpact. Clusterpact: goals & KPI s & (co-)funding & timelines. Per CA: clusterconsortia based on clustercontracts. Incentives! Give & take!

11 11 Clusters Example: Clusteraccelerator materials management (cluster pact) TH actors (U,I,Ovam ) Civil society Funding instruments Cluster 3D materials (clustercontract) Link to MFG CA Link to CHEM CA

12 12 Clusters Leverage & intersections & change in configuration of subsidized activities

13 13 Clusters Need for analytical capacity (SWOT, indicator base, case base etc.) present. AOI as central government agency; role: defining, evaluating, monitoring, selecting, learning wrt Flemish cluster policy guardian of the CA s. Policy monitoring, learning policy activism.

14 14 Clusters: approach Flexibility and inclusion of committed actors: mix of incumbency & novelty. Commitments and incentives. Leveraging layered instruments. Resource base (talent & ). Governance and organization (CA). Analytical base (mapping). Transversality (the need for 90 degree rotation --- VIA).