Strategies for Landing an Oracle DBA Job as a Fresher
12.2.10. #2 luis mota
1. THE CHALLENGES OF MANAGING PARTNERSHIPS
IN REGIONAL DEVELOPMENT PROJECTS
Luís Mota
Artur de Rosa Pires
Departamento de Ciências Sociais, Políticas e do Território
Universidade de Aveiro
Projeto Alianças Territoriais para a Inovação
Territorial Alliances for Innovation
2. I. Theoretical Framing
- Regionally Networked Innovation Systems
- Advantages and Disadvantages of Regional and Local Partnerships
- Critical factors for effective collaboration
II.Empirical Study
- Case Study: Lighting Living Lab (and some more with PATI)
- Reflexions on Problems and Successes according to interviewees
III.Concluding Remarks
- Some clues on the management of Regional Networks of Innovation
- Looking Ahead
Agenda
3. Regionally networked innovation systems
• Based on the promotion of innovation and comparative local advantages as
competitiveness factors (OCDE, 2007; Cooke & Schwartz, 2007; Cooke & Morgan, 1998)
• Regions and regional specialization as a competitiveness factor (Amin, 1999)
• Clear focus on relational dimension (Collinge & Gibney, 2010)
• Spatial proximity and co-specialization promote tacit knowledge (Asheim & Gertler, 2010)
• Essential role of public policies to foster and to plan relationship and learning
processes (Asheim & Gertler, 2010)
4. Advantages of Regional and Local Partnerships
• To share material and information resources
• To have more innovation capacity
• To foster mutual learning
• To have more status and peer recognition
• To share risks and costs
(Powell & Grodal, 2006; Geddes, 2010; Dancin, Reid & Smith Ring, 2010)
5. • Managers do not like to relinquish control to others (Dancin et al, 2010: 91)
• Dependence related with switching costs (hold-up) (Nooteboom, 2010)
• Distinctive knowledge reaching competitors (spill-over) (Nooteboom, 2010)
• Other more generic networks-related problems (McQuaid, 2010; Goldsmith & Eggers, 2004)
• Conflicts regarding mission and goals
• Slow decision-making processes and deadlocks
• Lack of clear responsibilities → accountability issues
Disadvantages of Regional and Local Partnerships
6. 1. History of collaboration of co-operation in the community;
2. Mutual respect, understanding, and trust;
3. Appropriate cross-section of members;
4. Members see collaboration in their self-interest;
5. Multiple layers of participation;
6. Development of clear roles and policy guidelines;
7. Open and frequent communication;
8. Shared vision;
9. Sufficient funds, materials and time;
10. Skilled leadership.
(Hibbert, Huxham & Smith Ring, 2010)
Critical factors for effective collaboration
7. • A joint initiative with several actors from the region of Aveiro, namely Águeda
• UA-ESTGA; C. M. Águeda; Firms (lighting; ICT; others)
• A member of ENoLL since late 2008
• Mission: “to promote innovation and the development of research in new
technologies and applications in the field of lighting”, through a space to collect,
discuss and to apply new ideas under a user-driven innovation approach
• Main strategic expectations:
• To reinforce business innovation capacity in Águeda
• To develop bridges with relevant research from UA
• To reinforce municipal intervention on sustainability (energy efficiency)
• To invest on international networks and markets
• To align local strategies with European Agenda
Case Study: Lighting Living Lab
8. • Funding
o Associate fees (main source, at least initially)
o Expected access to European, national and regional funds
o Eventually self-sustainability through consulting and training activities and project
management services
• Governance Structure
o Director
o Business associates also involved in decision-making boards
o 1 dedicated professional
• Activities
o Projects
Public Lighting: SIGLuzEE; Harmonização Comunicação; PDMIE
Inside Lighting: InLux
Workshops (joining associate-researchers; activities divulgation)
o consulting and training activities
o Research and development; laboratorial infrastructures
Case Study: Lighting Living Lab
9. • Some successes but short of initial goals and currently with reduced dynamism
• Initial Conditions
o Competing associates and a (local) history of ‘rivalry situations’
o Several types of entrepreneurs → different approaches to innovation and
motivations
• Problems within project development
o Application to ENoLL precipitated the project launching → lack of time for working
on project ownership
o Problems in getting access to European and National funds
o Dedicated professional left the project and no one else was hired
o Some associates left the project due to disappointments and disagreements
Reflexions on Problems and Successes
(according to interviewees)
10. • Positive things
o Related variety effect → complementarities between non-competing associates
o Meeting the challenges of network enabling leadership → evolving dynamics
o Some (albeit few) bridging dynamics between firms and university researchers
o Municipal efforts regarding energy efficiency
o National recognition of Águeda as an ‘entrepreneurship space’
Reflexions on Problems and Successes
(according to interviewees)
11. • Clear influence from initial conditions
• Importance of relational dimensions
o Actors knew each other previously due to geographic proximity (+ and - effects)
o Cognitive proximity helped to enable the success of related variety
o ‘Neutral’ facilitating agents helped the process
o Short projects giving room for ‘small wins’
• Be sensitive about:
o Difficulties in creating ‘shared understanding’ built upon different expectations
o Conscious that innovation rarely has immediate returns → holding strategies
o Central importance of funding and a dedicated mission team
Time, Trust and Management of Interdependence (and resources) as key-factors
Concluding remarks: some clues on the
management of Regional Networks of Innovation
13. Amin, A. (1999). ‘An Institutionalist Perspective on Regional Economic Development’. International Journal of
Urban and Regional Research, 23(2), 365-378.
Asheim, B., & Gertler, M. (2006). ‘The Geography of Innovation: Regional Innovation Systems’. In J.
Fagerberg, D. Mowery, & R. Nelson, The Oxford Handbook of Innovation (pp. 291-317). New York: Oxford
University Press.
Collinge, C., & Gibney, J. (2010). ‘Connecting place, policy and leadership’. Policy Studies, 31(4), 379-391.
Cooke, P. and Morgan, K. (1998) The Associational Economy, Oxford: Oxford University Press.
Cooke, P. & Schwartz, D. (2007). ‘Creative regions: an introduction’. In P. Cooke & D. Schwartz, Creative
Regions: Technology, culture and knowledge entrepreneurship (pp. 1-20). New York: Routledge.
Dancin, T., Reid, D., & Smith Ring, P. (2010). ‘Alliances and Joint Ventures: The Role of Partner Selection from
an Embeddedness Perspective’. In S. Cropper, M. Ebers, C. Huxham, & P. Smith Ring, The Oxford
Handbook of Inter-organizational Relations (pp. 90-117). New York: Oxford University Press.
Edquist, C. (2006). ‘Systems of Innovation: Perspectives and Challenges’. In J. Fagerberg, D. Mowery, & R.
Nelson, The Oxford Handbook of Innovation (pp. 181-208). New York: Oxford University Press.
Fagerberg, J. (2006). ‘Innovation: A Guide to the Literature’. In J. Fagerberg, D. Mowery, & R. Nelson, The
Oxford Handbook of Innovation (pp. 1-26). New York: Oxford University Press.
References
14. Geddes, M. (2010). ‘Inter-Organizational Relationships in Local and Local Development Partnerships’. In S.
Cropper, M. Ebers, C. Huxham, & P. Smith Ring, The Oxford Handbook of Inter-organizational Relations
(pp. 203-230). New York: Oxford University Press.
Goldsmith, S., & Eggers, W. (2004). Governing by Network: The New Shape of the Public Sector.
Washington: The Brookings Institution.
Hibbert, P., Huxham, C., & Smith Ring, P. (2010). Managing Collaborative Inter-organizational Relations. In
S. Cropper, M. Ebers, C. Huxham, & P. Smith Ring, The Oxford Handbook of Inter-organizational
Relations (pp. 390-416). New York: Oxford University Press.
Nooteboom, B. (2010). Learning and Innovation in Inter-organizational Relationships. In S. Cropper, M.
Ebers, C. Huxham, & P. Smith Ring, The Oxford Handbook of Inter-organizational Relations (pp. 607-634).
New York: Oxford University Press.
OECD. (2007). Higher Education and Regions: Globally Competitive, Locally Engaged. Paris: Organisation
for Economic Co-operation and Development.
Powell, W., & Grodal, S. (2006). Networks of Innovators. In J. Fagerberg, D. C. Mowery, & R. R. Nelson, The
Oxford Handbook of Innovation (pp. 56-85). New York: Oxford University Press.
References
