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Transnational innovation networks – what role for
cluster organizations?
Emily Wise
Academic Summit: Transnational cluster collaboration
4 September 2013
Transnational Innovation Networks –
what role for cluster organizations?
TCI Annual Conference
4 September 2013, Kolding
Emily Wise, RPI, Lund University and VINNOVA
Outline of the presentation
• Quick review of theoretical concepts
• The StarDust case – approach and findings
• Managerial and cluster policy implications
• Discussion
Theoretical Building Blocks
Innovation,
collaboration and the
role of intermediaries
Globalization trends
and transnational
innovation networks
Public policy and
international innovation
processes
Cluster organization or
other innovation intermediary
Company
Research actor
How do cluster organizations foster
international innovation processes?
Collaborative linkages
International collaborative linkages
Analyzing support needs and support
functions
Innovation Actors’ Support Needs Innovation Intermediaries’ Support Functions
Sensing
- understanding foreign markets/systems and
needs/opportunities there
- accessing complementary knowledge,
expertise, or infrastructure in foreign locations
Intelligence and innovation initiation
- Providing access to unique market information
- Providing access to benchmarking
- Providing access to external knowledge
sources (e.g. individuals or centres with
specific skills/expertise, customer insights)
- Providing access to external technology (e.g.
patented R&D)
- Providing access to external infrastructure (e.g.
physical or virtual laboratories, demonstration
or test facilities)
Mobilizing
- marshaling globally-dispersed knowledge
around a shared problem or opportunity
- engaging actors in collaborative activities or
joint projects
Network composition and knowledge
transformation
- Providing access to new international contacts/
cooperation partners
- Providing access to new markets
- Building a common identity and stronger
international visibility
Operationalizing
- establishing common practices and operational
business models
- accessing needed investments in order to
implement common activities
Innovation process management and
commercialization
- Facilitating access to funding for joint research
and innovation activities
- Influencing government and policy
Author‟s elaboration drawing from Doz et al. 2001, Howells 2006 and Batterink 2010
Embedded units within the StarDust case
The StarDust project
Active for Life
(well-being and
health)
• Culminatum
Innovation Oy, FI
• Aalborg University,
Dept of Health
Science and
Technology, DK
• BioCon Valley
GmbH, DE
• Community
Building
Consultants, LT
• New Tools for
Health, SE
Clean Water
(cleantech and future
energy)
• Lahti
Development
Company, FI
• Kaunas University
of Technology, LT
• Sustainable
Sweden Southeast,
SE
• Institute of
Oceanology of
Polish Academy of
Science, PL
Comfort in Living
(living spaces for
ageing population)
• IDC West Sweden,
SE
• Art Academy of
Latvia, LV
• Business
Cooperation Center
of Southern
Lithuania, LT
• Faculty of Wood
Technology,
Poznan University
of Life Science, PL
MarChain
(future transport)
• Klaipeda Science
and Technology
Park, LT
• WTSH, DE
• Maritime Academy
Gdynia, PL
• Tallinn University of
Technology, EE
• Latvian Logistics
Association, LV
• Turku University, FI
• SP Technical
Research Institute
of Sweden, SE
Mobile Vikings
(digital business and
services)
• Mobile Heights,
SE
• Cluster 55, DK/SE
• Hermia
Competence
Cluster for
Ubiquitous
Computing, FI
• Visorial Information
Technology, LT
• Latvian ICT
Cluster, LV
Five embedded transnational innovation networks
The research
approach
Qualitative research methods:
• Structured interviews
• Digital survey
• Participant observation
Three research phases:
1. Baseline measurement
• Research nodes and cluster/intermediary
organizations
• Firms and research organizations working with an
cluster/intermediary organization
2. Follow-up structured/semi-structured
interviews with sample of survey
respondents
3. Follow-up measurement (second round
of structured interviews with research
nodes and cluster/intermediary
organization
Cluster organization or
other innovation intermediary
Company (>250 employees)
Company (<250 employees)
Research actor
Innovation node is research milieu
Overlapping Process of Data Collection
and Analysis
Interviews with innovation nodes (of
which 14 function as innovation
intermediaries)
Phase 1: Initial interviews and survey
Survey of innovation actors
• What strategic importance of
internationalization of innovation
processes?
• What knowledge sourcing and
innovation collaboration patterns?
• Which support functions provided, and
which viewed as most useful by
different innovation actor groups?
Comparingperspectives
Follow-up interviews with selected
innovation actors
Phase 2: Follow-up interviews
Follow-up interviews with innovation
nodes
• Elaboration of reasons behind the
prioritization of internationalization
• Elaboration on challenges/barriers to
internationalization that are experienced
• Elaboration of support needs
• Discussion of trends in supporting
international innovation processes
• Discussion of activities and services
provided to innovation actors to support
international innovation processes
Comparingperspectives
Research Organizations: Support Needs
and Intermediary Support Functions
Capability Gaps/Support Needs Functions of innovation intermediaries in
international innovation processes
Sensing
- understanding foreign systems of
innovation and market environments
- identifying and plugging-in to relevant
company contacts in international
markets
Intelligence and innovation initiation
- Providing access to external knowledge
sources (e.g. individuals or centres with
specific skills/expertise, customer
insights)
- Providing access to unique market
information
Mobilizing
- Developing competencies for working
in international innovation projects
- Setting up international innovation
projects that make use of specialized
research capabilities (to solve a shared
problem)
- Facilitating better international
researcher mobility and collaboration
with companies (in connection with
innovation projects)
Network composition and knowledge
transformation
- Providing access to new international
contacts/ cooperation partners
Operationalizing Innovation process management and
commercialization
The darker the shading, the stronger the expressed support need
Lg/Med Companies: Support Needs and
Intermediary Support Functions
The darker the shading, the stronger the expressed support need
Capability Gaps/Support Needs Functions of innovation intermediaries in
international innovation processes
Sensing
- identifying relevant partners (SMEs
particularly interesting) and
opportunities for joint development
activities/collaborative partnerships
Intelligence and innovation initiation
- Providing access to external knowledge
sources (e.g. individuals or centres with
specific skills/expertise, customer
insights)
- Providing access to benchmarking
- Providing access to unique market
information
Mobilizing
- being exposed to a broader
international network and new
partners/opportunities (e.g. through
innovation platforms/arenas where can
be put in touch with a variety of
relevant players)
- being profiled internationally as part of
a broader context (e.g. a specialized
node or eco-systems)
Network composition and knowledge
transformation
- Providing access to new international
contacts/ cooperation partners
- Building a common identity and
stronger international visibility
Operationalizing Innovation process management and
commercialization
Small Companies: Support Needs and
Intermediary Support Functions
The darker the shading, the stronger the expressed support need
Capability Gaps/Support Needs Functions of innovation intermediaries in
international innovation processes
Sensing
- providing opportunities to learn about
innovation systems in relevant foreign
markets, and needs/opportunities there
- developing insights on how international
innovation activities can strengthen own
strategic idea
- developing capabilities for partnering
international (e.g. mentorship or
advisory support from experienced
entrepreneurs)
Intelligence and innovation initiation
- Providing access to external knowledge
sources (e.g. individuals or centres with
specific skills/expertise, customer
insights)
- Providing access to unique market
information
- Providing access to benchmarking
Mobilizing
- providing contextual legitimacy (and
branding) of actors’ areas of specialized
expertise
- helping to open the “relevant doors” in
foreign markets
- proactive networking and matchmaking
with relevant players (tailored to own
areas of expertise and potential growth)
Network composition and knowledge
transformation
- Providing access to new markets
- Providing access to new international
contacts/ cooperation partners
- Building a common identity and
stronger international visibility
Operationalizing
- Attaining financing to enable
engagement in collaboration
opportunities internationally
- Enabling access to partners who can
invest both capital and expertise in the
collaboration
Innovation process management and
commercialization
- Facilitating access to funding for joint
research and innovation activities
Cluster organizations and
international innovation processes
It‟s not just a local focus anymore...
How do cluster organizations support the
internationalization of innovation processes?
• Information on external innovation systems (who is
who, and ”rules of the game”)
• Support in communicating ‟own unique
offering‟/value-added internationally (SMEs)
• Identification of new opportunities (e.g. partners,
projects, financing)
• Access to new knowledge sources and
collaboration partners
• ”Branded” as belonging to a broader context
• ”Stamps” of legitimacy/RIGHT entry points and
proactive door opening to ‟outside‟ knowledge
sources and partners)
• Financing or risk sharing arrangements (SMEs)
• Mentorship from experienced entrepreneurs
(SMEs)
Role of ‟cluster organization‟:
• Understand the companies‟ particular field of
business – and stage of development – of their
“client” companies and research organizations
• Provide a broader context and brand for the area
of expertise
• Bridge public authorities and companies,
companies and research actors
• Constantly scout for and „filter through‟ relevant
opportunities
• Proactively offer services that are tailored to
specific needs of „cluster members‟ in collaboration
with other support actors (e.g. trade councils)
• Active facilitation and involvement of companies in
practical activities as early as possible
Cluster actor needs:
So what?
• Implications for cluster management
• Implications for cluster policy
Lessons for cluster management
1. Ensure Clear Strategic Direction and Commitment
over Time
2. Facilitate Availability of Resources for Concrete
Collaboration Activities
3. Support Strong (Core) Leadership and Active
Dialogue/Anchoring
Implications for Cluster Policy
1. Establish Clear “Basic Entry Requirements” for
International Cluster Partnerships
2. Offer Process Support as a Component of
International Cluster Cooperation Programmes
3. Offer Flexible Financing Mechanisms to enable
Operational Experimentation
Questions for Discussion
Cluster organizations...
 A legitimate mandate to work with global linkages?
 What balance between facilitating local collaboration and
global linkages?
Cluster policy...
 How are cluster organizations perceived within my
system/instruments facilitating international innovation
linkages?
 Should systems/instruments be adjusted to leverage
cluster organizations?

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TCI2013 Transnational innovation networks - what role for cluster organizations?

  • 1. Transnational innovation networks – what role for cluster organizations? Emily Wise Academic Summit: Transnational cluster collaboration 4 September 2013
  • 2. Transnational Innovation Networks – what role for cluster organizations? TCI Annual Conference 4 September 2013, Kolding Emily Wise, RPI, Lund University and VINNOVA
  • 3. Outline of the presentation • Quick review of theoretical concepts • The StarDust case – approach and findings • Managerial and cluster policy implications • Discussion
  • 4. Theoretical Building Blocks Innovation, collaboration and the role of intermediaries Globalization trends and transnational innovation networks Public policy and international innovation processes Cluster organization or other innovation intermediary Company Research actor How do cluster organizations foster international innovation processes? Collaborative linkages International collaborative linkages
  • 5. Analyzing support needs and support functions Innovation Actors’ Support Needs Innovation Intermediaries’ Support Functions Sensing - understanding foreign markets/systems and needs/opportunities there - accessing complementary knowledge, expertise, or infrastructure in foreign locations Intelligence and innovation initiation - Providing access to unique market information - Providing access to benchmarking - Providing access to external knowledge sources (e.g. individuals or centres with specific skills/expertise, customer insights) - Providing access to external technology (e.g. patented R&D) - Providing access to external infrastructure (e.g. physical or virtual laboratories, demonstration or test facilities) Mobilizing - marshaling globally-dispersed knowledge around a shared problem or opportunity - engaging actors in collaborative activities or joint projects Network composition and knowledge transformation - Providing access to new international contacts/ cooperation partners - Providing access to new markets - Building a common identity and stronger international visibility Operationalizing - establishing common practices and operational business models - accessing needed investments in order to implement common activities Innovation process management and commercialization - Facilitating access to funding for joint research and innovation activities - Influencing government and policy Author‟s elaboration drawing from Doz et al. 2001, Howells 2006 and Batterink 2010
  • 6. Embedded units within the StarDust case The StarDust project Active for Life (well-being and health) • Culminatum Innovation Oy, FI • Aalborg University, Dept of Health Science and Technology, DK • BioCon Valley GmbH, DE • Community Building Consultants, LT • New Tools for Health, SE Clean Water (cleantech and future energy) • Lahti Development Company, FI • Kaunas University of Technology, LT • Sustainable Sweden Southeast, SE • Institute of Oceanology of Polish Academy of Science, PL Comfort in Living (living spaces for ageing population) • IDC West Sweden, SE • Art Academy of Latvia, LV • Business Cooperation Center of Southern Lithuania, LT • Faculty of Wood Technology, Poznan University of Life Science, PL MarChain (future transport) • Klaipeda Science and Technology Park, LT • WTSH, DE • Maritime Academy Gdynia, PL • Tallinn University of Technology, EE • Latvian Logistics Association, LV • Turku University, FI • SP Technical Research Institute of Sweden, SE Mobile Vikings (digital business and services) • Mobile Heights, SE • Cluster 55, DK/SE • Hermia Competence Cluster for Ubiquitous Computing, FI • Visorial Information Technology, LT • Latvian ICT Cluster, LV Five embedded transnational innovation networks
  • 7. The research approach Qualitative research methods: • Structured interviews • Digital survey • Participant observation Three research phases: 1. Baseline measurement • Research nodes and cluster/intermediary organizations • Firms and research organizations working with an cluster/intermediary organization 2. Follow-up structured/semi-structured interviews with sample of survey respondents 3. Follow-up measurement (second round of structured interviews with research nodes and cluster/intermediary organization Cluster organization or other innovation intermediary Company (>250 employees) Company (<250 employees) Research actor Innovation node is research milieu
  • 8. Overlapping Process of Data Collection and Analysis Interviews with innovation nodes (of which 14 function as innovation intermediaries) Phase 1: Initial interviews and survey Survey of innovation actors • What strategic importance of internationalization of innovation processes? • What knowledge sourcing and innovation collaboration patterns? • Which support functions provided, and which viewed as most useful by different innovation actor groups? Comparingperspectives Follow-up interviews with selected innovation actors Phase 2: Follow-up interviews Follow-up interviews with innovation nodes • Elaboration of reasons behind the prioritization of internationalization • Elaboration on challenges/barriers to internationalization that are experienced • Elaboration of support needs • Discussion of trends in supporting international innovation processes • Discussion of activities and services provided to innovation actors to support international innovation processes Comparingperspectives
  • 9. Research Organizations: Support Needs and Intermediary Support Functions Capability Gaps/Support Needs Functions of innovation intermediaries in international innovation processes Sensing - understanding foreign systems of innovation and market environments - identifying and plugging-in to relevant company contacts in international markets Intelligence and innovation initiation - Providing access to external knowledge sources (e.g. individuals or centres with specific skills/expertise, customer insights) - Providing access to unique market information Mobilizing - Developing competencies for working in international innovation projects - Setting up international innovation projects that make use of specialized research capabilities (to solve a shared problem) - Facilitating better international researcher mobility and collaboration with companies (in connection with innovation projects) Network composition and knowledge transformation - Providing access to new international contacts/ cooperation partners Operationalizing Innovation process management and commercialization The darker the shading, the stronger the expressed support need
  • 10. Lg/Med Companies: Support Needs and Intermediary Support Functions The darker the shading, the stronger the expressed support need Capability Gaps/Support Needs Functions of innovation intermediaries in international innovation processes Sensing - identifying relevant partners (SMEs particularly interesting) and opportunities for joint development activities/collaborative partnerships Intelligence and innovation initiation - Providing access to external knowledge sources (e.g. individuals or centres with specific skills/expertise, customer insights) - Providing access to benchmarking - Providing access to unique market information Mobilizing - being exposed to a broader international network and new partners/opportunities (e.g. through innovation platforms/arenas where can be put in touch with a variety of relevant players) - being profiled internationally as part of a broader context (e.g. a specialized node or eco-systems) Network composition and knowledge transformation - Providing access to new international contacts/ cooperation partners - Building a common identity and stronger international visibility Operationalizing Innovation process management and commercialization
  • 11. Small Companies: Support Needs and Intermediary Support Functions The darker the shading, the stronger the expressed support need Capability Gaps/Support Needs Functions of innovation intermediaries in international innovation processes Sensing - providing opportunities to learn about innovation systems in relevant foreign markets, and needs/opportunities there - developing insights on how international innovation activities can strengthen own strategic idea - developing capabilities for partnering international (e.g. mentorship or advisory support from experienced entrepreneurs) Intelligence and innovation initiation - Providing access to external knowledge sources (e.g. individuals or centres with specific skills/expertise, customer insights) - Providing access to unique market information - Providing access to benchmarking Mobilizing - providing contextual legitimacy (and branding) of actors’ areas of specialized expertise - helping to open the “relevant doors” in foreign markets - proactive networking and matchmaking with relevant players (tailored to own areas of expertise and potential growth) Network composition and knowledge transformation - Providing access to new markets - Providing access to new international contacts/ cooperation partners - Building a common identity and stronger international visibility Operationalizing - Attaining financing to enable engagement in collaboration opportunities internationally - Enabling access to partners who can invest both capital and expertise in the collaboration Innovation process management and commercialization - Facilitating access to funding for joint research and innovation activities
  • 12. Cluster organizations and international innovation processes It‟s not just a local focus anymore...
  • 13. How do cluster organizations support the internationalization of innovation processes? • Information on external innovation systems (who is who, and ”rules of the game”) • Support in communicating ‟own unique offering‟/value-added internationally (SMEs) • Identification of new opportunities (e.g. partners, projects, financing) • Access to new knowledge sources and collaboration partners • ”Branded” as belonging to a broader context • ”Stamps” of legitimacy/RIGHT entry points and proactive door opening to ‟outside‟ knowledge sources and partners) • Financing or risk sharing arrangements (SMEs) • Mentorship from experienced entrepreneurs (SMEs) Role of ‟cluster organization‟: • Understand the companies‟ particular field of business – and stage of development – of their “client” companies and research organizations • Provide a broader context and brand for the area of expertise • Bridge public authorities and companies, companies and research actors • Constantly scout for and „filter through‟ relevant opportunities • Proactively offer services that are tailored to specific needs of „cluster members‟ in collaboration with other support actors (e.g. trade councils) • Active facilitation and involvement of companies in practical activities as early as possible Cluster actor needs:
  • 14. So what? • Implications for cluster management • Implications for cluster policy
  • 15. Lessons for cluster management 1. Ensure Clear Strategic Direction and Commitment over Time 2. Facilitate Availability of Resources for Concrete Collaboration Activities 3. Support Strong (Core) Leadership and Active Dialogue/Anchoring
  • 16. Implications for Cluster Policy 1. Establish Clear “Basic Entry Requirements” for International Cluster Partnerships 2. Offer Process Support as a Component of International Cluster Cooperation Programmes 3. Offer Flexible Financing Mechanisms to enable Operational Experimentation
  • 17. Questions for Discussion Cluster organizations...  A legitimate mandate to work with global linkages?  What balance between facilitating local collaboration and global linkages? Cluster policy...  How are cluster organizations perceived within my system/instruments facilitating international innovation linkages?  Should systems/instruments be adjusted to leverage cluster organizations?

Notes de l'éditeur

  1. Nd cluster policy
  2. - For each pilot, held structured interviews (with scaled questions) with the lead and 3 partners/associated partners (identified by the lead).Then, for those nodes interviewed that functioned as innovation intermediaries (14 COs or similar), collected lists of five ’cluster actors’ (companies or research organizations) who received digital surveys (also scaled questions). Survey was sent to 69 cluster actors (missed contact information from one node). 50 responses received (as of early September). Limitations: method of selection not random – and may therefore not be representative (in particular since the StarDust project is already a select/internationalization-focused group of actors) limited scope of survey and lack of knowledge on total population of cluster actors (to estimate relevance/robustness of results) Questions on importance of internationalization of R&amp;I, usefulness of intermediary (cluster actors only), functions/services provided by the CO/intermediary to facilitate outside knowledge inputs and collaboration