Amsterdam, Netherlands - SEO Economisch Onderzoek

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community and the regional public authorities likewise recognize that the economic future of theregion crucially depends on the region’s ability to step up investment in innovation and R&D.The second critical success factor is the match between such innovation coalitions and thecompetitive strengths of the region. The extensive health care sector with two university hospitalsprovide a fertile soil for the Life Sciences cluster. Likewise the logistics sector plays uponcomparative regional advantages, such as the presence of the Amsterdam harbor and Schiphol, amajor international air hub. The same applies to the creative industry, which can only thrivebecause of the extensive offer of cultural facilities and education in the region. In the Amsterdammetropolitan area the interaction of productive and creative capital is a major driver for social andeconomic development. A further example concern leisure and tourism, an import economicsector in Amsterdam and one of the focal points in the educational program of HogeschoolINHolland, which so contributes to better knowledge, skills and innovation in this sector.Finally, the lack of a central governing force can be mentioned which has resulted in multipleinnovative initiatives in many different directions. This has allowed the region to swiftly react tonew opportunities when they arise.Coalition building for innovation…The regional innovation system described in this report hosts different forms of collaboration.First, the HEIs determine their own research agenda and educational program. The specificpriorities of these agenda’s are the province of the individual institutions and are connected totheir mission. HvA and UvA are examples of this approach. They explicitly include contributionto regional development among their strategic goals and their research and educational prioritiesreflect this objective. However, the execution of these research agenda’s is increasingly done incooperation with regional partners. The development of joint research schools like the TinbergenInstitute is on the agenda for at least the past 20 years. Of more recent date is the effort to broadenthe coalition supporting such initiatives as a means to increase its social and economic impact.The Duisenberg School of Finance is an example of this, hosted by both universities with supportby the Dutch central bank, commercial banks and the city community. The AmsterdamUniversity College, which opens its doors this fall, is likewise supported by both universities, thecity and the national government. The Amsterdam BioMed cluster is an example of a successfuljoining of forces in the medical sector with the Life Science Center Amsterdam and the LifeScience Fonds Amsterdam as two of its major products.The second level where coalition formation is on the rise concerns the regional government. Theconception of the Amsterdam metropolitan area is testimony of this development as a governingboard of almost 40 different regional governments. PRES (2009) demonstrates that these regionalgovernments recognize that their economic development is strongly intertwined and thatcooperation is needed to strengthen their mutual positions. The result is an economic agenda withspecific targets for action, like the selection of key economic sectors.We have seen that, thirdly, the business community is likewise assessing its comparativeadvantage which resulted in a regional innovation strategy from the Chamber of Commerce(KVK, 2008). Further corporations from the region partake in several of the bodies for regionaldialogue such as the Kenniskring and financially initiatives which aim to strengthen theknowledge base in the region and its competitive position such as the Duisenberg School ofFinance.These different coalitions indicate that all regional stakeholders recognize the importance of theknowledge sector and hence the HEIs as a key economic variable for future economicdevelopment. The next step in this process is improved coordination of these different agenda’sas a means to ensure their effectiveness.128
…requires different forms of cooperationCooperation between these different parties is already taking place and demonstrates whichapproaches work and which not. As a network organization the Kenniskring Amsterdam is ofvital importance in establishing ties between all parties concerned on a personal level. It helps toisolate shared strategic objectives, but the follow-up on these issues is subsequently left to theinitiative of the members themselves. If coalitions arise from the Kenniskring, they are thusformed in a bottom-up manner. The importance of the Kenniskring is that it forms the broadestcoalition discussing and promoting the contribution of HEIs to innovation in the Amsterdammetropolitan area.High on the agenda of all parties is the need to better match the regional supply of knowledge andskills with the demand. This report discussed several initiatives aiming to improve this connectionsuch as Kennispoort, which operates as a shared front office of the HEIs to the businesscommunity concerning matters of innovation. The valorization process is further supported by theAmsterdamse Innovatiemotor which stimulates economic activity around an array of selectedinnovative clusters like the creative industry and life sciences. Creative Cities Amsterdam Areaaims to achieve the same goal. The VU and UvA TTOs are a next example of relatively younginstitutional structures designed to better match the supply and demand for scientific knowledgeand technology. Of specific importance is the foundation of the Science Park Amsterdam, a jointproject of UvA, NWO and the city community. There are several other examples of coalitionbuilding by individual HEIs showing how they link their research and educational activities withspecific demand from the regional community. In this regard the Zuidas Law Academyestablished by the VU can be mentioned, just as its participation in Amsterdam Bright City.Box 7-1: Amsterdam Bright CityAmsterdam Bright City is another initiative which responds to the development of the Zuidas, abusiness district in the Southern part of the city, as one of the global gateways to the city. Theeconomic importance of the Zuidas is that it is home to the headquarters of many multinationalcorporations. Yet it also resides close to the VU, sits on a crossroad of different transport androad infrastructures and is not far from the city center. The combination of these qualities makesit the center of the developing services economy in the Amsterdam area. Amsterdam Bright Cityis one of the new initiatives aiming to exploit the potentials of this center to the full. It issupported by corporations situated at the Zuidas and adjacent areas, the city community and VUand VUmc. It offers a meeting place for entrepreneurs, employees, expats, scientists and studentsworking in this area. It offers courses, debating sessions and other activities in a diverse range ofsubjects such as innovation, sustainability, economy but also philosophy and culture. AmsterdamBright City forms a university college and a structure for community building at the same time.Source: www.amsterdambrightcity.nlWhich incentives?What works in establishing cooperation for innovation and what not? The projects discussed inthis self-evaluation report indicate that there exists no blue print for successful cooperation. Theagenda’s and projects boosting the contribution of the HEIs to regional development are mostlyof a bottom-up nature. There is not much centrally organized governance of this process. Thebusiness sector generally engages in such coalition formation because they recognize thecommercial value added of a well-developed regional higher education system. When theycooperate in specific projects it is because they are expecting increased innovation and hencehigher profits, but also participate in projects because they recognize the added value of a strongand dynamic business environment in the Amsterdam area. The HEIs themselves do not entersuch agreements in a similarly commercial spirit. They seek cooperation in order to boostscientific achievement and to increase the social relevance of their research. For them directfinancial gain is not one of the main drivers and conflicts with the nature of the HEIs asinstitutions largely financed by public resources. This sometimes causes a conflict with potential129
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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&
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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 and 134: eyond labor market studies, there a
Page 135: 7 CONCLUSIONS: MOVING BEYOND THE SE
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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