On AMCER indicators and Smart FINLAND Specialisation Strategies Region Ostrobothnia 0 365 730 Km NUTS Code FI195 (NUTS-3-Level) This map does not necessarily reflect the opinion of the ESPON Monitoring Committee TEAM GWL Univ. Hannover, AMCER, 2011 0 1020 40 60 80 Km Brussels, June 27 th 2013 Jerker Johnson
AMCER results (Andalusia, Catalonia, Bretagne, East of England, Flanders, Lower Saxony, Tuscany, PACA, Ostrobothnia) Yes: R&D-related indicators Ostrobothnia 2/9 after E. England Human Capital Ostrobothnia 1/9 Potential for innovation compares 1/9 Degree on industrial manufacturing to GDP 2/9 after Catalonia But: Governance structures being centrally led Led by large companies that play a large role in RTDI combined by the economy greatly characterized by SME Limited potential for innovation among SME
Use of comparative indicators In the AMCER study: Economic structure and performance: GDP per capita, share of agriculture in employment, unemployment R&D related aspects: R&D expenditures and R&D personnel, share of R&D in the business sector, share of business expenditure on R&D to total Human capital endowment: Share of HRSTC in active population, share of high-tech employment, early leavers, participation in training Patent applications in the EPO: Aggregated patents, patents per million, productivity of R&D in terms of patents, High tech-application
Comments on the indicators and the study It is one of the more thorough analysis of an innovation system I have seen Senior Researcher Håkon Finne, SINTEF, Norway at the S3 platform workshop in Vaasa 14.5.2013 Provides an evidence based analysis of the competitive endowment even if specific conclusions cannot be made on general data Assumes that the innovation system is regional while the case in Ostrobothnia is a regional dimension in a global innovation network In Ostrobothnia S3 strategy is complemented with triple-helix network analysis: 1) number of partners 2) strenght partnership 3) technology foresight
Conclusion of the study on data production The study has been very useful as: -It provides a comparision of the innovation systems stucture and perfomance -It maps the European FP6 FP7 funding, enables conclusions on inclusiveness -It has provided an input into the S3 strategies In Ostrobothnia: -The endowment variables does not take into consideration innovation in networks and connectedness which has been the Ostobothnia S3 approach -The model is transferable but cannot be included into general statistics -If the Ostrobothnia model were to be included into innovation statistics it would point to the point of measuring trust as an innovation variable by measuring different dimensions of good governance and network analysis.
RIS Types by Government Dimension RIS Type Grassroots Primary Source of Initiative Locally organized (e.g. town of district level) Primary Source of Funding Diffused locally Network Multi-level Guided by agreements among banks, government agencies and firms Dirigiste (Ostrobothnia in AMCER) Mainly from outside and above the region itself Centrally determined, with decentralized units located in the region Predominant Competences Applied and nearmarket Pure, applied, exploration, exploitation Basic or fundamental, often to the needs of larger, statedowned firms Degree of Coordination Supra-local degree of coordination is likely to be low Assumed to be quite high, due to existence on many actors Likely to be very high, because state-run Degree of Specialization Likely to be low and problem-solving likely to be generic than significant Rather flexible than dedicated Likely to be high
Context Governance challenge The initiative goes to the national level Strategies are made in response to national initiatives Stagnation in development momentum, poor results Lobbying becomes more important than evidence base Difficult to priorise the actor becomes more important than content
RIS Types business innovation RIS Type Enterprise Domination Research Reach Associationalism Localist Tendto have few or no large indigenous firms and relatively few large branches of externally controlled firms -Businessinnovation culture is not very great although there may be local research -Will probably have a few major public R&D resources Reasonablyhigh degree of association among entrepreneurs and between them and local and regional policy makers Interactive Balancebetween large and small firms -Variesbetween numerous instances of access to regional research priorities -Mix of public and private institutes balanced Above-average Globalized (Ostrobothnia in AMCER) Dominatedby global corporations often supported by clustered supply chains of rather dependent SMEs Largelyinternational and private rather than public, although a more public structure aimed at helping the SMEs may have developed Normallygreatly influenced by the needs of large-sized enterprises and conducted to a significant extent to their terms
Required change given business type innovation Triple-helix coordination creates new knowledge on needs and is communicated in a multi-level governance Strategies that corresponds to regional needs, aspirations & streghts Analysis is followed-up by coherent indicators Strategies that enables transparent economic justification for decison making and hard choices Regional committment to the process by stakeholders in a horisontal process
Problem Lobbyingmore important than evidence base. Performance based de facto on funds attained Difficultin priorities the From Reactions to Actions Governance approach Development Model?? Objective Strategiescorresponds to regional needs, aspirations and strengths. Commitment to the process Strategiesenables transparent economic?? actor becomes more justification for hard important than the content choices Stagnationin development momentum, poor results?? Newknowledge on needs communicated and followed-up by coherent indicators
Cross-sectoral platform the systemic part in an innovatons system is a stucturalised dialogue Saga Furs Oyj Fur farming Wärtsilä Maritime technology and service ABB, Switch, Vacon... Energy technology Baltic Yacht, KWH... Composite technology plastic RES solutions Breeding, well-being Energy solutions Communication and control systems Design and digital solutions Technology platform (KET) Automation mechanical system solutions Business Knowl edge Machine and production technology Economics of law and Production Economy Material design Elektronics, electricityand ICT Research areas KTH, LY, VY, Novia, VAMK, ÅA VY, Hanken, Aalto VAMK Novia, VAMK VY, HY, Novia, VAMK ÅA (Digi)
Content of the Model Successful corporations that are identified through global export performance. Success assumed to be attributed to 1) managerial strategy; 2) technology choices and; 3 ) competitive market analysis of peak performers. Builds on SCA measure created by Professor Takala that is in the strategy also applied for measuring triple-helix connectedness. Technology platform verified in the survey. Consisting of KET technologies identified and judge by stakeholders by the variables expectations and experience on a scale 1-10. The large gaps are priority areas Triple-Helix model with the vision on the Connected Region The structure is mapped through statistical analysis of a questionnaire following a triple-helix structure, gap analysis are made and a scheme for priorisation of undertakings based on the SCA concept. Innovation as happy accidents of related variety in a connected Region. 12
Measuring strenghs of partner relation using SCA Scale: 1=low, 10 = high Expectations (1-10) Experience (1-10) Direction of development, Direction of development, expectations (future) experiences (past) Worse Same Better Worse Same Better LIST OF ATTRIBUTES Structure builds on Lundwall & Johnson 1994: Know how? Know what? Know why? Know who? -skills, ability to do something -knowledge about facts (information) -principles and laws in the human mind and society -who knows what and what to do 13
Thank you for your attention... jerker.johnson@obotnia.fi
Thank you for your attention... jerker.johnson@obotnia.fi