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among comparable institutions in the Netherlands and so has a national rather than aninternational focus for its strategy.When it comes to using a specific institution as a benchmark, Hogeschool INHolland refers to theLondon Southbank University (LSBU). LSBU is comparable to INHolland in terms of thenumber of students and its educational focus. Several schools of INHolland maintain closeworking relationships with LSBU. For example, the School of Health of INHolland has listedspecific ambitions concerning its working relationship with LSBU such as increasing student andteacher exchanges, developing joint minor studies and developing joint research and educationalprograms for the European Commission. This collaboration has resulted in several specific resultssuch a joint master program Medical Imaging and Radiation Oncology.All HEIs recognize the potential tension between increased internationalization and regionalengagement. However, they either consider this tension a normal element of their businessprocess or do not find it an obstacle large enough to prevent them from delivering world classachievements in both fields.126
7 CONCLUSIONS: MOVING BEYOND THE SELF-EVALUATION7.1 IntroductionIn the distant past Amsterdam used to be one of the main trading cities of the world, a positionfavored by its geographical position and the entrepreneurship of its inhabitants. Nowadaysgeography is still an important competitive factor for the Amsterdam metropolitan area but less sothan it used to be. In the global economy of today the future is to ‘smart cities’. These aremetropolitan areas succeeding in gaining a competitive advantage by fully exploiting theirpotential for knowledge and innovation. In moving beyond this self-evaluation the questionemerges whether the Amsterdam metropolitan area can become one of these smart cities. Itcertainly has much potential if we view the quality and diversity of its educational and researchinstitutes. But it has not yet reached the frontier of most competitive smart cities in the world. Theambition is there. The regional authorities working together in the Amsterdam metropolitan areaaim for a position in the top 6 of the Global Business Gateways in the world. What remains is aplan of action to match the ambition.This final chapter reviews the elements which may form part of this plan of action. It starts byassessing the strengths of the region, the points indicating that the quality and diversity of theAmsterdam HEIs is already exploited to support innovation as a key economic driver. It thencontinues by discussing the region’s most important weak points. The final section closes with aview into the future. How can the HEI-sector be used more effectively in supporting thetransformation from an industrial economy towards a knowledge-based services economy? Whatare the actions needed to bring the Amsterdam metropolitan area closer to the competitivefrontier? We use two scenario’s, called global competition and regional communities, to answerthese questions.7.2 The contribution of HEIs to city and regional developmentA region in transformation..Reviewing the critical success factors for city and regional development is not an easy task. Thisreport has described a great variety of projects and initiatives allowing HEIs to contribute to cityand regional development. In the Amsterdam metropolitan area they prove important drivers ofproductive capital and technological growth, which is shown by the above average share ofhigher educated workers in the labor population. They are also the catalysts for network buildingwhich allows social capital to develop and add critical mass to the quantity of creative capitalwhich is becoming a major source of entrepreneurship and innovation in the Amsterdam region.The picture which emerges is that of an economic system in transition. The waves of globalcapitalism gradually pull Amsterdam from its industrial roots and push it further and further inthe direction of a services economy in which knowledge skills are key. The HEIs in the region arethe facilitators of this process.…and the key drivers for successThe HEIs cannot perform this task alone. They are nodes in a dynamic chain of regionalstakeholders together forming the regional innovation system. The critical success factors inestablishing this system are of a diverse nature. A first and very important factor is the sharedsense of urgency. All parties concerned recognize the need for increased cooperation as a meansto improve innovation as an economic engine for the region. The HEIs play their part in thisprocess by offering world class education and research. They also increasingly aim to match theiroffer of knowledge and skills to the demand from the region, which has resulted in jointstructures for consultation such as the Kenniskring and the establishment of clustered activities innew and dynamic economic hotspots like the life sciences and the creative industry. The business127
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Please cite this paper as:SEO Econo
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2.3 Higher education and the labor
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6.3 Mechanisms to promote regional
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Table 4-4: Completion rates of diff
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LSCA Life Sciences Center Amsterdam
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such as regional authorities and th
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1. OVERVIEW OF THE REGION1.1 Introd
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the southEastern part of Amsterdam
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elatively bad accessibility of the
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metropolitan area exceeded that of
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egion suffer from one of the follow
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Figure 1-7: Dropouts secondary educ
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Figure 1-9: Employment in Amsterdam
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high-tech sectors is relatively hig
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1.4.4 Labor market indicatorsTable
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The central government is responsib
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implemented. There is also an admin
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2 CHARACTERISTICS OF THE HIGHER EDU
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Source: MinOCW (2007a: 68), EU (199
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(ibid: 83). In part, this new syste
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Table 2-1: Student enrolment at UAS
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Figure 2-5: Students at universitie
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Figure 2-6: Participation in tertia
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also show a continued high demand f
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not receive funding from the govern
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of diplomas awarded and the number
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decision is up to the HEI itself. I
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Figure 3-1: Components of an innova
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3.2.3 National funding frameworkThe
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challenge for the years to come wil
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Figure 3-3: R&D expenditures in Noo
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Amsterdam Topstad programme.Creativ
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3.5.3 Life SciencesGiven the high l
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Figure 3-4: Employment in Amsterdam
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years. Employment in the trade and
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employment has no upward or downwar
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and more efficient exploitation of
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mostly happens in the context of R&
Page 84 and 85: income related to IP rights. The fa
Page 86 and 87: Figure 3-6: Regional innovation sys
Page 88 and 89: HEIs to play this role, as it draws
Page 91 and 92: 4 CONTRIBUTION OF TEACHING & LEARNI
Page 93 and 94: housing market, on the ‘buying ma
Page 95 and 96: transport, finance, financial manag
Page 97 and 98: HvA participates in several initiat
Page 99 and 100: 4.4 Student recruitment and regiona
Page 101 and 102: 4.4.1.2 Recruitment of foreign stud
Page 103 and 104: • HvA has made its educational pr
Page 105 and 106: The HEIs have several external and
Page 107 and 108: Table 4-4: Completion rates of diff
Page 109 and 110: 4.7 Enhancing the regional learning
Page 111 and 112: 4.8 ConclusionTable 4-6: SWOTStreng
Page 113: Amsterdam is matched by a relative
Page 116 and 117: The challenge for future social pol
Page 118 and 119: The VU likewise develops research p
Page 120 and 121: directing, documentary directing, s
Page 122 and 123: the university to improve its energ
Page 125 and 126: 6.1 Introduction6 CAPACITY BUILDING
Page 127 and 128: Figure 6-1: Organization chart Vrij
Page 129 and 130: There are also examples of more spe
Page 131 and 132: Box 6-2: Obstacles for collaboratio
Page 133: eyond labor market studies, there a
Page 137 and 138: …requires different forms of coop
Page 139 and 140: at higher levels in order to mainta
Page 141 and 142: to increase the interaction between
Page 143 and 144: mobility in the world is slackening
Page 145 and 146: ecause they are better informed abo
Page 147 and 148: REFERENCESAalders, R., A. Bakkeren,
Page 149 and 150: EZ Amsterdam (2006), “Research Bu
Page 151 and 152: MinOCW (2007a), “The Education Sy
Page 153 and 154: SER (2008), “Duurzame Globaliseri
Page 155: Versleijen, A., van der Meulen, B.,
Page 158 and 159: Institution City Type ofHEIANNEX B:
Page 160 and 161: Groningenculture)Hogeschool Amsterd
Page 163 and 164: ANNEX C: KEY ECONOMIC INDICATORSTab
Page 165 and 166: ANNEX E: REGIONAL PARTNERSHIPS OF A
Page 167 and 168: AmsterdamUniversity CollegeOther re
Page 169 and 170: ANNEX F: BUSINESSES REPRESENTED IN
Page 171 and 172: GLOSSARYBologna DeclarationForeign
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