TMG-GROUP UPPER AUSTRIA: - Innovatives OÖ 2010plus

tMG-Group upper austria:
Friday, August 24 th , 2012, 9:00 a.m. to 2:30 p.m.
Junior High School, Alpbach 670, 6236 Alpbach
European Forum Alpbach 2012
Technology Forum
23 th – 25 th August, 2012
yy
Quality made in Upper Austria
2

8
Preamble
Welcome to the Upper Austrian
Workshop in Alpbach
Doris Hummer .................................... 8
State Minister for Research Upper Austria
Viktor Sigl ........................................... 8
State Minister for Economics Upper Austria
4
Content
Content
10
WorkshoP and Chair
Workshop: Smart Governance
for Smart Specialisation
Smart Governance for Smart
Specialisation .................................... 10
Programme
Christian Hartmann ........................... 12
Chair of the Workshop

16
sPeakers
Join representatives from
the field of sience, business and
politics and across Europe for
an exciting dialogue
Claire Nauwelaers .............................. 16
Smart Specialisation – A new way of
governing regional innovation policy
Günter Clar ........................................ 20
Regional Foresight – From shared
knowledge to collective action
Marc Mühleck / Markus Bauer ........... 22
Mobilising the science sector
for Smart Specialisation
Linco Nieuwenhuyzen ....................... 25
Smart regional governance in practice
Thomas Samhaber ............................ 28
Mobilising the youth for regional policy
Robert Lender .................................... 32
Does the web 2.0 lead to
participation 2.0?
Bruno Lindorfer ................................. 34
Panel Discussion: Participation in
regional policy governance – “Are too
many cooks gonna spoil the stew?”
Content
38
Case study
Smart Governance for Smart
Specialisation in the Upper
Austria Region
I Introduction ................................... 38
II The Region in a Nutshell .............. 39
III Upper Austria’s road to
Smart Specialisation ..................... 40
IV Top-Down & Bottom-Up Priority
setting on Regional Level ............. 41
V The Governance of Smart
Specialisation Activities ............... 43
VI Processes, Tools and
Mechanisms that underpin
Smart Specialisation
and conclusions ............................ 46
5

Smart Governance for
Smart Specialisation
Smart Specialisation is Europe’s new approach to
the sustained growth of its regions. However, to
be successful, Smart Specialisation also needs
“Smart Governance”. So what should regions do
in future in order to tackle the growing complexity
of regional innovation policy? How can young
people be motivated to become regional stake­
holders? What role will new technologies such as
social media play and how can proven methods
for participative guidance be utilised for “Smart
Governance”? Join us and discuss these issues
with Austrian and European experts and smart
region representatives.
7

Doris Hummer
State Minister for Research Upper Austria
8
Preamble
Viktor Sigl
State Minister for Economics Upper Austria

Preamble
Welcome to the Upper Austrian
workshop in Alpbach
Ladies and gentlemen,
The world is set to become smarter and
better! This is because “Smart Specialisation”
as an instrument of regional policy enhances
competitive and innovative capabilities
and improves cooperation.
Today, Upper Austria can already look
back on lengthy traditions with regard to
“smart” economic and innovation policy.
This is because almost twenty years ago at
a time of regional unemployment, crises in
the nationalized industries and a need for
industrial restructuring, those responsible
adopted a strategic planning approach with
clearly defined specialisation.
In the meantime, Upper Austria’s third strategic
and research programme is in success
ful progress with a clear emphasis on
areas of (double) strength and niches. The
spotlight is on competitiveness, cooperation,
career­oriented educational measures
Doris Hummer
State Minister for Research Upper Austria
and a focus on the EU. Moreover, Upper
Austria is thus the nation’s no. 1 region in
the economic, ex port and innovation fields.
In this brochure we have summarized the
most important activities of the Upper
Austrian delegation to this year’s Technology
Forum in Alpbach. Included is the programme
of the Upper Austrian working
group including the curriculum vitae of and
abstracts from our outstanding speakers,
as well as the “Smart Governance for
Smart Specialisation in the Region of Upper
Austria” case study.
A rethink in the area of traditional economic
policy is an order of the day and “Smart
Specialisation” constitutes both the correct
response and methodology.
We wish you interesting reading and will be
pleased to receive your suggestions.
Viktor Sigl
State Minister for Economics Upper Austria
Preamble 9

Programme
TMG-Group Upper Austria:
“Smart Governance for Smart
Specialisation!”
09:00 – 09:15 Opening Session
Doris Hummer, State Minister for Research, Upper Austria
Viktor Sigl, State Minister for Economy, Upper Austria
key asPeCt 1: do smart regions need smart(er) governanCe?
09:15 – 09:45 Smart Specialisation – a new way of governing regional innovation policy
Claire Nauwelaers (International Expert on Science, Technology
and Innovation Policy)
09:45 – 10:15 Regional Foresight – from shared knowledge to collective action
Günter Clar (Steinbeis­Europa­Zentrum)
10:15 – 10:45 Coffee Break
10:45 – 11:15 Mobilising the science sector for Smart Specialisation
Marc Mühleck (IHK Karlsruhe) / Markus Bauer (Innovationsallianz Karlsruhe)
11:15 – 11:45 Smart regional Governance in practice
Linco Nieuwenhuyzen (Brainport Region Eindhoven)
11:45 – 12:45 Lunch Break
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Programme

key asPeCt 2: mobilising the Citizens for regional governanCe?
12:45 – 13:15 Mobilising the youth for regional policy
Thomas Samhaber (ILD Temper Samhaber)
13:15 – 13:45 Does the web 2.0 lead to participation 2.0?
Robert Lender (Federal Ministry of Economy, Family and Youth)
13:45 – 14:30 Panel Discussion: Smart Governance for Smart Specialisation
Participation in regional policy governance: “Are too many cooks
gonna spoil the stew?”
Speakers from earlier sessions:
Claire Nauwelaers (International Expert on Science, Technology
and Innovation Policy)
Linco Nieuwenhuyzen (Brainport Region Eindhoven)
Marc Muehleck (IHK Karlsruhe) and
Bruno Lindorfer (OÖ. Technologie­ und Marketinggesellschaft m.b.H.)
Chair: Christian Hartmann
Joanneum Research
Coordination: Anke Merkl-Rachbauer
Head of Location.Marketing.Communication
OÖ. Technologie­ und Marketinggesellschaft m.b.H. (TMG), Austria
Tel.: +43 732 79810 5091
E­Mail: anke.merkl­rachbauer@tmg.at
www.tmg.at, www.ooe2010plus.at
Participation of workshop is free of charge and registration is
not necessary.
Programme
11

Chair of the WorkshoP
Christian Hartmann
Head of Research Group Technology,
Foresight and Planning, Joanneum Research
CurriCulum vitae
Christian Hartmann joined Joanneum Research
in November 1996 as a researcher
in the field of technology and innovation
policy. He is holding a Ph. D. in economics
from the Karl­Franzens­University Graz.
In his work he is currently heading the research
group “technology, foresight and
planning” at the Centre for Economic and
Innovation Research.
Christian Hartmann has conducted quali tative
and quantitative research on R & D and
innovation issues in Europe at re gio nal, national
and transnational level. In the framework
of project related work he is strong ly
involved in regional and sectoral innovation
system research and the development
Smart Specialisation strategies.
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Phone: +43 316 876 1487
Mail: christian.hartmann@joanneum.at
Chair of the workshop
PubliCations
Hartmann, C. (2008): Die Lernfähigkeit von
Netzwerken und Konsequenzen für die
regionale und kommunale Wirt schaftsförderung,
in: Floeting, H. (Hg.) (2008),
Cluster in der kommunalen und regionalen
Wirtschaftspolitik, Edition Difu, Berlin.
Hartmann, C, Steiner, M. (Hg.) (2007): Forschungsstrategie
Steiermark, Leykam
Ver lag, Graz.
Hartmann, C. (2006): Cluster als Ler nen de
Organisationen. Theoretische und empi
rische Betrachtungen, Leykam Verlag,
Graz.
Hartmann, C. (2003): Economic Policy for
Renewal: Strategies and Instruments –
Styria in the 1980’s and 1990’s. In: Steiner,
M. (ed.), From old industries to new regions.
Policies for structural transformation in accession
countries, Leykam Verlag Graz.

“smart governance for smart specialisation!”
Europe’s regions are confronted by major
future challenges, which in combination
necessitate the mobilisation of the maximum
available innovation potential. These
challenges also mean that new approaches
in the area of regional innovation policy
are required that go markedly further than
standard concepts. In particular, the idea
of “Smart Specialisation” (Foray 2007) has
lent important fresh impulses to the discussion
regarding the determination of
focal points and the guidance of regional
innovation policy. The definition of thematic
priorities and reflection no longer constitute
an expert­driven procedure that is
initiated top­down, but rather an interactive
coordination process, which is borne
by a diversity of stakeholders local to the
region. Should a region thus achieve the
“intelligent specialisation” of its economic
activities and related innovations, the control
process also faces new demands and
therefore, “Smart Specialisation” requires
“Smart Governance”. Furthermore, the control
system must fulfil additional needs, as
the various control levels in the individual
regions interact and therefore dictate that
coordination occurs within functional regions
both on a national and European level.
Chair of the workshop
The issue arises as to the form that “Smart
Governance” should assume and the extent
to which it differs from existing concepts.
Questions also have to be asked regarding
the additional functions that “Smart Governance”
must undertake in years to come
in order to counteract successfully the
growing complexity of regional (innovation)
policy. Moreover, how can young people
be won over and involved as stakeholders?
And what role will new technologies
play (i.e. social media, crowd sourcing) in
tandem with existing participative control
concepts and methods?
Starting from these main issues, the working
group will endeavour to illuminate the
subject of “Smart Governance” from the
widest possible range of perspectives.
Therefore, although possibilities and potential
are to be discussed, possible areas of
conflict and limitations will also be considered.
In addition to international, regional
representatives, who are pioneers in the
fields of “Smart Specialisation” and “Smart
Governance”, political and social scientists,
business persons and technology experts
will present their views and experience regarding
these topics and be available for
debate.
This workshop would not have been possible without the profound groundwork
of the OECD TIP working group on Smart Specialisation. I want in parti
cular to thank Armin Mahr of the Austrian Federal Ministry of Science and
Research for bringing in Austria and its regions into this new innovation policy
debate. Also my sincere thanks to all our speakers for offering their expertise
and sharing their knowledge at the European Forum Alpbach 2012.
13

speakers
15

sPeaker key asPeCt 1
Claire Nauwelaers
CurriCulum vitae
Claire Nauwelaers is an independent Policy
Analyst and Governmental Adviser, specialised
in research and innovation policy,
working in an international environment.
She has 30 years of experience in this field
and a wide network of contacts with experts,
academics and policy­makers. Until
2011 she was working on innovation as a
policy analyst in the Regional Development
Policy Division at OECD. Previously, she
was Research Director at UNU­MERIT, the
University of Maastricht and United Nations
University, in charge of the research team:
“Governance of Science, Technology and
Innovation”. She started her career as researcher
within two academic teams (the
Interdisciplinary Centre in Regional Development,
and the Interdisciplinary Centre
Law­Economics) at the University of Louvain
in Belgium, where she was in charge of
research projects dealing with economic
development and innovation.
16
Independent Science, Technology and
Innovation Policy Expert
Phone: +32 479 259 678
Mail: c.nauwelaers@gmail.com
Speakers
Her main areas of research and expertise
revolve around the analysis and policy advice
about the functioning of research and
innovation systems, notably at the regional
level. She is working on policy development,
analysis and evaluation in the areas
of Research, Technological Development
and Innovation in response to needs from
the European Commission, national and
regional authorities. She is member of
Scientific Steering Committees of several
Research Networks, part of policy review
teams, and is regularly invited as expert in
High­Level Expert groups for the European
Commission or Member States. She has
published numerous books and articles on
policy aspects of research, technology and
innovation.

membershiPs
• Smart Specialisation Platform (European
Union Initiative), Member of the Policy
Advisory Committee (Mirror Group), 2011
• Regional Innovation Monitor (European
Union Initiative), Member of the Steering
Committee, 2009
• CIRCLE (Centre for Innovation Research
and Competence in the Learning Economy
at the University of Lund), Member of
the Policy Advisory Board, 2011
PubliCations
Nauwelaers, C. and Wintjes, R. (ed.) (2008):
Innovation Policy in Europe, Edward
Elgar, Cheltenham
Nauwelaers, C (2011), Several chapters in
OECD (2011): Regions and Innovation
policy, OECD Publishing, Paris
Nauwelaers, C. (2009): Intermediaries in
regional innovation systems: Role and
challenges for policy, in Cooke, P. (ed.)
(2009), The Handbook of Regional Innovation
and Growth, Edward Elgar, Cheltenham
Nauwelaers, C.; Boekholt, P.; Mostert, B.;
Cunningham, P.; Guy, K.; Hofer, R.; Rammer,
C.; (2009), Policy Mix for R & D in Europe,
Report for DG Research, April
the Challenge of smart specialisation
strategies for european regions
Designing a regional innovation strategy
for Smart Specialisation – a RIS3 – starts
with the adoption of a shared vision for
the transformation of the regional economy
towards a more competitive and more
sustainable one, in a long term perspective.
The core of this design process lies in the
definition of priorities for knowledge-based
economic development, identified on the
basis of the region’s unique strengths and
potential. This strategic choice should form
the baseline for a concentration of public
resources and actions into these prioritised
areas, turning the vision into policy
action. A RIS3 Action plan is the necessary
complement of the strategy: it is a goaloriented
plan that presents a coherent mix
of measures and actions, along with quantified
targets and budgets, and embodies
evaluation mechanisms in order to feed
the RIS3 evolution.
The methods to use, and practical steps
to take for designing a RIS3 can take inspiration
from two decades of efforts by
regions in the EU to develop regional innovation
policies. A lot of experimentation exists,
many good practices have developed
Speakers
17

over time, mistakes provide valuable lessons
too and the corpus of policy knowledge
(both codified and tacit) is expanding
quickly. RIS3 is a policy innovation aiming
to address some bottlenecks or shortcomings
from the past. The key innovation of
RIS3 lies in its open vision: rather than aiming
at developing innovation strongholds
in the narrow perspective of a region’s
boundaries, it is based on the identification
of a region’s Smart Specialisation potential
within an international context. The
regional competitive advantage, based on
the exploitation of local assets, should be
relevant on the global scene. The RIS3
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vision
review &
update
scope &
Process
ris3 process
analysis
Priorities
monitor &
evaluate
Speakers
concept provides also a momentum to address
several other bottlenecks found in
the practice of regional innovation policy,
notably the need to create a robust evidence
base to support policy choices and
the necessity to adopt integrated policy
frameworks fostering synergies between
different policy domains and levels.
This presentation will develop these ideas,
building on a critical analysis of regional
innovation strategies in Europe in the last
two decades. It will offer ten key principles
and ten key steps to follow, as guidelines
for the development of such strategies.
scenarios
Policy mix
& Pilots &
targets
Communication
Policy
intelligence
pool

Speakers 19

CurriCulum vitae
1974 – 1981 University of Stuttgart,
Ministry of Education
1981 – 1982 Visiting Professor Tong Ji
University, Shanghai
1983 – 1985 Visiting Professor University
S. Maria, Brazil
1986 Advisor, Steinbeis­Foundation
for Economic Development
1987 – 1989 Senior Planning Officer,
GTZ, Eschborn
1989 – 1993 Team leader Environment
Mgt Centre, Brazil
1993 – 1998 Vice­Director Center of
Technology Assessment
1999 – 2003 Senior Advisor, European
Commission, DG Research
Since 2004 Director Regional Strategies
& Innovation, SEZ
20
sPeaker key asPeCt 1
Günter Clar
Director Regional Strategies & Innovation,
Steinbeis-Europa-Zentrum, Stuttgart
Phone: + 49 711 12 34 017
Mail: clar@steinbeis­europa.de
Speakers
membershiPs
• OECD Advisory Group Review of
Re gio nal Innovation
• EU High­Level Group Optimising
Programmes & Priorities
• German Node Millennium Project
• Collège Européen de Prospective
Terri to ri ale
honours
Comenda do Mérito Universitário (Order of
Merit, conferred by the Brazilian Government
for “outstanding services concerning the
ad vancement of research”)
PubliCations
• Humankapital & Wissen – Grundlagen
nach haltiger Entwicklung
• Regional Foresight – Boosting
Regional Potential
• Strategic Policy Intelligence Tools –
a Guide
• Creative Regions: Future Trends
for Digital Creative Industries

egional foresight – from shared knowledge to Collective action
Rather recently, the Smart Specialisation
concept has moved from the academic
world to the high-level policy scene:
• In 2011, the OECD established a project
to reflect on the role of STI specialisation
in shaping the comparative advantage
of countries and regions.
• In the same year, the European Com mission
(EC) supported by a Smart Spe ciali
sation Platform, started to ask policy
makers and stakeholders of the Member
States to develop Regional Innovation
Strategies for Smart Specialisation (RIS3).
Similar in their first phase, both aim at identifying
characteristics and assets of territories,
which distinguish them from others, and
enable them to exploit context­based competitive
advantages in global value chains.
According to the different mandates, the
expected results of the OECD project are
general implications for STI policies, while
the EC requests RIS3 as “ex­ante conditionalities”
for future Structural Fund support
from 2014 to 2020. This evidently
means that in the latter case analysis and
knowledge sharing is not enough, but that
it is necessary to move further, to best select
the economic sectors, technology fields
etc. to be suggested for Structural Funds
sup port, to set priorities (and with this to
de cide against other possible fields to be
supported), and to firmly commit re gional
stakeholders and resources around these
priorities. At the heart of Smart Spe ciali sation
is, from the regional perspective, the
notion of policy learning to develop “Smart
Governance”, and from the EC pers pective,
Speakers
a mechanism for harnessing the benefits of
regional diversity, for stimulating cooperation
across borders, and for creat ing new
opportunities.
This brings Regional Foresight (RF) into play
with its key objectives to provide strategic
knowledge, to make it available (“translate”)
to and ensure the long­term commitment
of all relevant stakeholders and innovation
partners.
Against this backdrop, the role of RF for
bet ter regional STI investment strategies will
be outlined, as well as its relationship with
other policy support tools such as techno
logy assessment, S & T roadmapping,
moni toring and evaluation. Key features
are discussed:
• why and how “better” decisions can be
arrived at;
• how key challenges of the different regional
decision makers are addressed;
• how commitment from the diversity of
actors can be achieved;
• and how, through integrated approaches,
Regional Innovation Ecosystems as a
whole can be upgraded and their competitiveness
increased.
By means of concrete regional and multiregional
case studies, overviews are given
on methodologies and techniques, and
exemplary results presented.
Finally, bridging elements to the other presen
tations are highlighted, and the RF pre­
sentation linked back to the overall theme
of the workshop.
21

CurriCulum vitae
Since 11/2011: Technology Advisor / IT;
IHK Karlsruhe
sPeaker key asPeCt 1
Marc Mühleck
Technology Advisor/ IT, IHK Karlsruhe
10/2008 – 9/2011: Lecturer; Chair of International
Relations, University of Bamberg
10/2008 – 9/2011: Doctoral student; postgraduate
college, “Markets and Social
Areas in Europa”, University of Bamberg
10/2003 –7/2008: Degree in political sciences,
University of Bamberg
22
Phone: + 49 721 174 438
Mail: marc.muehleck@karlsruhe.ihk.de
Speakers
»
“Smart region Karlsruhe” –
The regional Innovation Alliance as an
example of smart technology transfer

CurriCulum vitae
1998 – 2003: Degree in geo­ecology,
University of Bayreuth
2004 – 2008: Research, doctorate (“Mobility
of Arsenic in Natural Systems”)
2008 – 2011: Research, ALCATRAP (chem.
process technology, CO2­separation from
exhaust gases) project coordination
Since 03 / 2012: Scientific Relations Manager
in the Innovation Management Department
at the Karlsruhe Institute of Technology
(KIT), coordinator of the innovation alliance
of the Karlsruhe Technology Region
sPeaker key asPeCt 1
Markus Bauer
Innovation Management Department at the Karlsruhe Institute of Technology,
coordinator of the innovation alliance of the Karlsruhe Technology Region
Phone: + 49 721 174­407
Mail: mf.bauer@kit.edu
Speakers
membershiPs
Association of German Chemists (GDCh)
honours
• Price of the City of Bayreuth 2009
• Doctoral Prize of the German Hydrochemistry
Association 2010
PubliCations
Environmental Science & Technology,
Applied Geoscience, Geochimica et
Cosmochimica Acta, etc.
»
23

“smart region karlsruhe” – the regional innovation alliance
as an example of smart technology transfer
“Smart Specialisation is about generating
unique assets and capabilities based on
the region’s distinctive industry structures
and knowledge bases” (Guide to RIS3
2012). One example to promote this target
in the technology region Karlsruhe is the
Innovation Alliance.
The Innovation Alliance helps small and
medium enterprises (SMEs) to find the
right partner in regional research institutions.
Launched in November 2011, the
project is an offer for enterprises sui generis.
It builds on a promising strategy for
technology transfer: personal care and free
mediation of scientific contacts. This is
achieved through cooperation of six regional
research facilities and the establishment
of one principal point of contact in
the Chamber of Industry and Commerce,
and therefore in immediate proximity to the
economy.
The first step for interested SMEs is a personal
and technology open initial consultation
in the Innovation Office, located in
the Chamber of Industry and Commerce,
Karlsruhe. The Innovation Alliance coordinator
assesses the SME requests, elucidates
the relevant technological and scientific
fields and identifies the potential for
project collaborations.
This information is used in the second step
to identify appropriate partners from science
in the different research institutions of
Karlsruhe. Contact persons in the involved
24
Speakers
research organisations ensure that all research
fields and potentially relevant scientists
are considered.
Third, SMEs and the identified scientists
are invited to meet directly in order to develop
business relationships and decide
upon collaboration.
Potential forms of CooPeration are:
• Exchange of expert knowledge/state­ofthe­art
information
• Shared bachelor or master theses
• Research commissioned by the SMEs
• Joint research projects
• Full­scale research collaborations
The whole process is accompanied by
the Innovation Office and free of costs for
the SMEs. Confidentiality of the request is
always ensured. The Innovations Alliance
Karlsruhe consists of the Chamber of Industry
and Commerce and six regional research
institutions:
• Karlsruhe Institute of Technology (KIT);
• Karlsruhe University of Applied Sciences;
• FZI Forschungszentrum Informatik;
• Fraunhofer Institute for Chemical Technology;
• Fraunhofer Institute of Optronics, System
Technologies and Image Exploitation;
• Fraunhofer Institute for Systems and Innovation
Research ISI

CurriCulum vitae
2010 – now: Strategy advisor at Brainport
Development
Member of team of five that performed
Brainport 2020, the strategy and action
programme for the Southeast­Netherland
with Brainport Eindhoven region as important
hotspot.
2007 – 2010: Monitoring specialist at Brainport
Operations BV
Setup of Brainport monitor (annual report)
Of the authors of “Engineering the Future”,
the strategy for the further development of
the ELAt cooperation.
2001 – 2007: Technology Management at
Eindhoven University of Technology, subspecialisation
Regional Innovation Capacity
sPeaker key asPeCt 1
Linco Nieuwenhuyzen
Strategy Advisor at Brainport Development
Phone: + 31 40 75 12 424
Mail: l.nieuwenhuyzen@brainportdevelopment.nl
Speakers
PubliCations
Brainport Monitor 2012 (annual report)
What’s next: aligning smart and strong
(about Brainport Eindhoven region), 2012
Brainport 2020: top economy, smart
society (regional innovation strategy), 2011
Roads to success: an analysis of factors
hindering or advancing regional innovation
capacity (master thesis), 2007
»
25

smart regional governance in practice –
brainport eindhoven region
In 2011, Brainport Eindhoven Region was
awarded as ‘Intelligent Community’ by the
Intelligent Community Forum. Smart Governance
and open innovation were the main
reasons why the region was awarded – out
of 400 regions.
Pure Corporate R & D evolved from an internal supply function to “open innovation”
1980
Pure Research
Technology
Closed
Individual activity
Division oriented
Scientific attitude
Corporate funding
A Smart Governance model was a key factor
in this transformation process. The triple
helix cooperation between enterprises,
education­ and knowledge institutes and
regional government has evolved to a high
level strategic partnership: the Brainport
Foundation. This foundation is powerful
because of the members, but also because
of a powerful regional development agency
that is responsible for the rollout of the
stra tegy, defined by the Brainport Foundation.
This development agency, Brainport
Development, uses an unique approach to
start and develop projects that strengthen
the regional innovation ecosystem.
26
1990
Product Research
Products
Aware
Project activity
Client oriented
Engineering attitude
Contract funding
Speakers
This award was a result of a 20 year process
in which the regional ecosystem evolved
from closed to open innovation and from
a region dominated by some large companies
towards a region with a vibrant mix of
large, medium sized and small companies
interacting with each other and with the
public knowledge institutes.
2000 2010
Open innovation
Experiences
Open
Entrepreneurship
Customer oriented
Innovation attitude
Investment funding
imPortant elements are:
• Project ideas have no natural “owner”
• Projects focus on strengthening the regional
structure in stead of solving an
individual problem
• Projects are lead by the problem owners;
Brainport Development only facilitates
• After business plan development and
start of rollout, the project is outsourced
This will be illustrated with some concrete
examples of Smart Specialisation at the
intersection of different sectors and in the
field of attracting talent.

The Brainport model – success factors
Power: New Governance
Trust
• Networking
• Win – win – win
• Bottom­up
Scale
• Not limited by boundaries of a public
administration
• Based on functional networks
• Think global, act local
Speakers
Leadership
• Triple Helix: Industry – Educational and Know ­
ledge institutes – Government
• Strategy and implementation
• Common agenda
Leadership
• Clustering
• Competences
• Resources
• Partners
• Integrated programme
27

sPeaker key asPeCt 2
Thomas Samhaber
CurriCulum vitae
Born and raised in Carynthia, Lower Aus tria
and Upper Austria; university education in
Vienna (German Philology, History, IT technology);
since 1987 permanent residence
in the Waldviertel. Various studies and lectures
regarding the opening of the borders,
active regional developer, moderator and
cultural manager, manages business consulting
agency ILD along with spouse Bri ­
gitte Temper­Samhaber since 2002, re sulting
in over 100 projects projects focusing
on: regional development, Austria – Czech
Republic (bilateral exhibitions, internatio nal
cultural festival ÜBERGANGE­PRE CHO­
DY) and youth. Current youth projects: NÖ
Jugendkongress – Lower Austrian youth
congress (since 2008), “Youth meets economy”,
“Education and economy”.
Single father for eight years, since 2000
patchwork­family father of six youthful “children”
and since 2005 father of a mutual
daughter.
28
Manager, ILD Agency
for regional development
Phone: + 43 28 57 27 00
Speakers
+ 43 664 150 53 48
Mail: sam@ild.cc
membershiPs
• Cultural associaton ÜBERGÄNGE
PRE CHO DY
• Curatorship of the Waldviertel Akademie
honours
• Silver medal of merit of the South
Bohemian region
• Various prizes of acknowledgement
for transborder activities
PubliCations
Various survey regarding the opening of the
borders between the South Bohemian region
and the Waldviertel (1992, 1995, 2006)
Regionen sind auch nur Menschen – Austria
on the road of regional delevopment (2010)
Film documentary: “People at the border”
(2009)
“So nah so fern (so near, yet so far)”, people
in the Waldviertel and in South Bohemia
1945 – 1989 (2012)

mobilising youth for regional Policy
Questions: What must regions do in future in order to successfully master the
growing complexity of regional innovation policies? How can young people
be won over as stakeholders and included in this process? What role will
both new technologies such as social media and existing methods of participative
control play in this regard?
Twelve tips as to how one can lose the
young and permanently weaken regional
innovative capacity.
If one intends to limit a region decisively
with regard to its development capacity,
innovative potential and social functions,
there is hardly a more suitable means than
excluding its young people from the greatest
possible number of areas.
In some regions this has been practiced
successfully for decades, generally in an
unconscious manner, but frequently with a
systematic approach. In my presentation,
which should serve as a stimulus for discussion
and makes no claims to completeness,
I shall present twelve methods by
which the non­participation of young people
can be successfully achieved.
These relate to the actions of decisionmakers
regarding young people within their
regions in relation to the following topics:
sPaCe
Young people within the region should be
allocated a minimum possible amount of
space (virtual, medial, geographic) and
when they are allocated a degree of elbow
room, this should only consist of areas
strictly controlled by adults. In principle,
three spatial zones are on offer to the
young, consisting of school, the family and
Speakers
defined, consumer-oriented leisure facilities.
Apart from these, young people should remain
inconspicuous in the public area.
PerCePtion
In principle, the rule applies that young
people should be imperceptible! If a region
does not concern itself systematically with
the activities, perspectives and environments
of its young people, it is easier to
make decisions of current relevance that
conform with the expectations of adults.
information
Ideally, regional policy activities should be
presented in a form that is the least attractive
possible for young people. This prevents
the impression that regional policy has anything
to do with youth.
Codetermination
In order to be able to exclude the young
from decision­making procedures, it is generally
sufficient to quite simply not explicitly
invite them to participate. Decision­making
processes should be so organised as to
be opaque, complicated and boring, and
occur at places and times that are difficult
for young people to reach or attend. When
persons with a political mandate are the
only ones to take a decision, the chances
are extremely slim that young people will
be among them.
29

Personal initiative
The undesirable involvement of the young
is best prevented by the use of all the bureaucratic
obstacles available, or through a
promise of support, which is then entangled
in a long­winded process that thus successfully
ensures that the initiative dies by itself.
esteem
Public awards should be presented among
the ranks of the over­50 decision­makers.
This enhances the feeling of the young
that their involvement in the region is unwelcome.
voluntary Work
Young people are socialised under extremely
powerful and competitive economic
pressure. If the development of a new “system
of rewards” is successfully prevented
and only involvement in the voluntary area
is permitted subject to the demand for the
longest possible personal commitment
over many years, then the activities of the
young in civil society can be quickly reduced
to just a few individuals.
dialogue
Everything should be done to avoid an ongoing
dialogue involving honest effort and
the corresponding time resources. Otherwise
this could lead to a reduction in mutual
prejudices and in the worst possible scenario,
to a friendly working relationship.
30
Speakers
ProjeCts
In the case of the innumerable projects
completed by the organisers of regional
development, care should be taken that if
possible the (paid) work contracts should
not be allocated to young people. Moreover,
the young should not create the
design jointly, a proviso that also, and in
particular, applies when young people constitute
the public target group.
netWorks
Wherever possible one should keep apart
the networks of committed young people
and the adults active in regional development.
The extensive networks of the young
can be used in order to disillusion just a few
in the expectation that discouragement will
quickly spread throughout the network.
the term innovation
This should be defined so narrowly that
many of the innovations developed by
young people, for example in the cultural
and social area, need not be regarded as
innovative at all.
(basiC) training
The training on offer in the region should
be designed to differ to the greatest possible
extent from the needs of local business
and industry. This promotes the migration
of well­educated young people.

CurriCulum vitae
Since 1987: Civil servant
1989 / 1990: Ministerial office, Federal
Ministry of the Environment, Youth and
Family
Since 1990: Youth Policy Unit in the
respective “youth department”
1991 – 1993: Mobile youth information
1994 – 1997: Head of the Preventive
Youth Work Department
1998 to date: Advisor on health promotion/prevention,
participation and the
information society
32
sPeaker key asPeCt 2
Robert Lender
Advisor, Youth Policy Department,
Federal Ministry of Economics, Family and Youth, Vienna
Phone: + 43 1 711 00 3218
Mail: robert.lender@bmwfj.gv.at
Speakers
membershiPs
• ARGE participation
• Committee for the implementation of
child health strategy
• National working group for the implementation
of the renewed cooperation
framework for youth policy teamwork
in Europe

does the web 2.0 lead to participation 2.0
The interactive web offers new ways to involve people in participatory processes,
not necessarily in politicial participation. Just because people like
to collect links together, publish photos or videos or parctipate in a creative
process for ie. a new motorcar they are not necessarily interested to shape
policy through these means.
How to transform the sharing of thoughts
to the cooperative development of concrete
ideas?
Ten Rules in twenty minutes should give
you a glimpse on how participation can
be en cou raged in the era of web 2.0
(social media):
Speakers
Rule 1: Don’t act! Listen!
Rule 2: Participation has always been 2.0
Rule 3: Web 2.0 reinforces the active ones
Rule 4: You need translators
Rule 5: No information = No participation
Rule 6: There is no “out of the box”
Rule 7: Make it accessible
Rule 8: Democracy is not like “muesli”
Rule 9: Participation 2.0 is a mashup
Rule 10: Rules are to be broken
33

sPeaker key asPeCt 2
Bruno Lindorfer
CEO Oberösterreichische Technologie- und Marketing GmbH,
CEO Oberösterreichische Innovationsholding GmbH,
Technology Officer of the federal province of Upper Austria
4 / 1981 – 9 / 1987: VOEST­ALPINE AG,
Linz; FAT Department specialist, development
of technicalscientific computing
systems
From 7 / 1985: GCT 5 Departmental Manager,
development of technical systems,
thermal technology
9 / 1987 – 4 / 1990: ENGEL Maschinenbau
Ges.m.b.H., Schwertberg, Upper Austria.
Technical computer centre, head of Computer
Aided Engineering (CAE)
From 4 / 1990: VOEST­ALPINE Industrieanlagenbau
Ges.m.b.H., Linz (VAI)
34
Phone: + 43 732 79 810 5005
Mail: bruno.lindorfer@tmg.at
Speakers
1990 – 1994: USA posting (Pittsburgh,
Buffalo) within the framework of a major
R&D cooperation with VAI
Until 10 / 1996: Head of TSC 6 Department,
Continuous Casting Research &
Development
From 11 / 1996: Head of TET Department,
Technology Programmes
From 10 / 1997: Deputy Head of TE Department,
Technology Strategy / Research
& Development
From 2 / 1998: Global Area Manager CI,
VAI Group Research & Development,
power of attorney

From 2006: Global Senior Vice­President
Research & Development, Siemens VAI
Metals Technologies GmbH & Co, Linz
Since 10 / 2008: CEO, Oberösterreichische
Technologie­ und Marketing GmbH, Linz
Since 7 / 2011: CEO of the newly founded
Oberösterreichische Innovationsholding
GmbH in a parallel function
PubliCations
Numerous presentations and publications
for international conferences in the technical-scientific
and innovation management
areas
Speakers
Current Positions
Technology Officer of the federal province
of Upper Austria (since December 2011)
Lecturer in Innovation and Technology
Management at the JKU Linz / Institute Prof.
Zeman (from winter semester 2005/06)
Member of the FTI federal province platform
of the FTE Council (since1.1.2009)
Member of the “Key Enabling Technologies”
(KET) High Level Expert Group (HLEG) of
the EC DG Enterprise, Brussels (since
February 2012)
35

smart governance for
smart specialisation in the
upper austria region
37

smart governanCe for smart sPeCialisation
in the uPPer austria region:
Making use of mixed top­down,
bottom up planning for regional
competence development
i introduction
There is a clear acknowledgment in the literature of the importance of developing
innovation strategies to build competitive advantages.
However, the concept remains fuzzy in
terms of its limits and contents applied to
the territorial field. This case study analyses
one concrete type of territorial strategy
that is currently being disseminated by the
European Commission for Regional Policy:
the Smart Specialisation Strategy (S3). In
particular it analyses those aspects that
re main under discussion and which are
of special interest for further development
and preci sion under the Smart Specialisation
concept. The focus is on two dimensions:
the concept of the strategy on the
one hand and the process of the strategy
on the other hand (the “what” and the “how”
of the strategy).
With respect to transforming its economy
one of the most successful regions in Austria
is Upper Austria. By analysing the evolution
of the region, the innovation strate­
38
gies of Upper Austria since the early 90’s
as well as the different cases of S3 in this
region based on research and development
in Upper Austria, the paper emphasises
the convenience of adopting a broad
definition of S3 and the different roles of
the government depending on the existing
capabilities in the region. Upper Austria’s
long­term development and process of regional
innovation strategy has several aspects
that resemble the rationale of Smart
Specialisation. But even if Smart Specialisation
strategies already have taken place,
Upper Austria’s challenges lie in creating
a critical mass in R&D and human capital
and creating a new “branding” with soft fac ­
tors for the region in order to be viewed as a
high level knowledge and education location
in Austria. Another development for the
future is to optimize the process of policy
learning.
Smart Governance for Smart Specialisation in the Upper Austria Region

With an area of 12,000 km² and 1,412,500
million (Statistik WK OÖ 2011) inhabitants,
Upper Austria is the fourth­largest Austrian
province by land area and third­largest by
population. In 2009, regional GDP was
EUR 46.3 billion (WK OÖ 2011) which accounts
for about 16.8% of Austrian GDP.
Regional GDP per capita reached EUR
32,800 (Statistik Austria 2011). Unemployment
in Upper Austria is relatively low both
by Austrian and European standards: the
un employment rate of 4.2 % in 2011 was
well below both the Austrian (6.7%) and
the EU­15 (9.7%) rate (AMS 2011).
The region of Upper Austria is characterised
by a strong internationally competitive
industry base with priorities in automotive,
mechanical and plant engineering,
ma chine­building, metal production and
processing, food industry and polymers. In
general the industry structure can be described
as medium­technology oriented
but neverthe less should be characterised
as highly innovative. The development and
adoption of new technologies is primarily
pushed by “mature” industries. Important
large regional firms are e.g. MAN, BMW
Motoren, KTM (automotive), Engel Austria
(engineering), Voestalpine (basic metals
in dustry), Fronius International (electrical
ii the region in a nutshell
equipment) and Borealis (Manufacture of
plastic products).
Expenditure for R&D as a percentage of
GDP (GERD) is 2.6 % and lying 2009 at
the national level, but significant behind the
level of Vienna, Styria and Tyrol (Statistik
Austria 2011). Compared to Vienna, Upper
Austria has a clearly weaker knowledge infrastructure
and correspondingly low public
R&D expenditure. However, when being
compared to the region of Salzburg the
knowledge generating institutions as well
as the industrial base are strong, which indicates
institutional “thickness” somewhere
between those of Vienna and Salzburg.
Regarding the publicly financed knowledge
generating organisations in Upper Austria
we find four universities, several universities
of applied sciences and a relatively large
number of technology centres. In total
23,659 students are enrolled in the Upper
Austrian universities, of which the Johannes
Kepler University (JKU) is the largest
and most important institution in the field
of tertiary education. Another important educational
player in the region is the Upper
Austrian University of Applied Sciences with
4,746 enrolled students.
During recent years, Upper Austria has further strengthened its leading position
as Austrian technology, industry and export province. Today it is considered
to be the national economic power house. For the Upper Austrian
economy the importance of the goods producing sector in general, and industry
in particular is considerably above the national and EU average.
Smart Governance for Smart Specialisation in the Upper Austria Region 39

iii upper austria’s road to smart specialisation
Three Strategic Programmes (1998 – 2003, 2005 – 2010 and 2010 until the
present) and a record investment of EUR 1.5 billion being leveraged by the
Strategic Programmes during the period from 1998 to 2013 have resulted in
a steady improvement in Upper Austria’s position with respect to economic
development.
One major reason for the development of
the first Strategic Programme was the
downfall of major parts of the Austrian state
owned in dustry in 1985/1986, the major
por tion of which was in Upper Austria, like
the VOESTALPINE AG (with more than
25,000 employees in 1985 in Upper Austria)
or the AMAG. This state owned industry in
Upper Austria has been primarily engaged
in traditional industry sectors like steel, aluminium,
mining, heavy machinery & plant
engineering and basic chemical industries.
However, these traditional industries nonetheless
have been the nucleus of industrialisation
and source of many spin offs in
production industries in Upper Austria
which started in Upper Austria as late as
1940. One of the measures at the starting
point of the first Strategic Programme of
Upper Austria has been a study, conducted
in 1992 by the Research Center Seibersdorf,
in which the “Fields of competence”
and “Future Fields” for Upper Austria have
been identified. The main goal of the study
was to identify industrial complexes and
clusters which play a significant role for the
competitive strength of the Upper Austrian
industry.
In the beginning of the 90’s the Upper Austrian
Government has created a “fund for
the future” by selling publically owned company
shares. This fund has been used for
40
the financing of initiatives to secure the economic
location, employment and health
care services. In order to increase the competitiveness
of Upper Austria’s economy,
one billion Austrian Schillings (app. EUR 72.7
Mio.) have been earmark ed for spending
on research, technology transfer, education
and training and the attraction of new businesses
during the following five years.
During this time a political rethinking process
started in Upper Austria with the result
that a consensus was reached that a restructuring
process is needed in the regional
socio­economic policy. One of the
first important steps in this rethinking process
was the initiation of the OÖ. Technologie­
und Marketing GmbH (TMG) which
was led by the Provincial Minister of Economy.
The purpose of TMG was to establish
a transfer point between academia and industry
at the regional level. In November
1991 TMG was officially established.
In 1997 TMG, as the location and innovation
agency of the Federal State of Upper
Austria, was commissioned to coordinating
the conception and – subsequently – the
implementation of the first Strategic Economic
Programme “Upper Austria 2000+”.
The Strategic Programme “Upper Austria
2000+” formed the basis of the pri oritisation
pro cess of the spending of public money
Smart Governance for Smart Specialisation in the Upper Austria Region

Figure: Evolution of the strategic programmes in Upper Austria (Source: JR­POLICIES)
1986
1990
1998 – 2003
2005 – 2010
2010 – 2013
Crisis of the state
owned industry
TMG was founded
in November 1991
fund for the future upper austria 2000+
1986 1990 / 91
1995 1998 2003 2005 2010 2013 / 14
Crisis of the Austrian State owned Industry
The Upper Austrian Government creates a “Fund for the Future” by selling publically owned company shares
Upper Austria 2000+
· Three strategic areas: Technology, Professional Qualification, Location Marketing
· Programme volume: € 300 Mio, Upper Austria contributions: € 80 Mio.
Innovative Upper Austria 2010plus
· Five topic areas: R & D, Professional Qualifications, Networks, Economic and Technology Location Upper
Austria, EU Networking; 43 concrete measures
· Programme volume: € 600 Mio., Upper Austria contributions: € 200 Mio.
Innovative Upper Austria 2010plus
· Five thematic areas: R & D, Education & Careers, Networks, Economic and Technology Location Upper
Austria, EU Networking; 14 strategies and 37 measures
· Programme volume: € 450 Mio., Upper Austria contributions: € 150 Mio.
for re inforcing the Upper Austrian economy.
Two further Strategic Programmes (i. e. Innovative
Upper Austria 2010 and Innovative
Upper Austria 2010plus) have followed
since.
iv top­down & bottom­up Priority setting on regional level
The Upper Austria regional economic and research strategy can be considered
as a comprehensive strategy with several aspects resembling the
rationale of Smart Specialisation. Technology clusters, relevant higher education
and technology networks exist in strategic sectors. The current strategic
framework comprises the “Regional Competitiveness Upper Austria 2007 –
2013 Programme” and the “Innovative Upper Austria 2010plus” which has
been approved in 2010 and will run until 2013. Both will be updated thereafter
in order to include relevant Smart Specialisation features.
Areas of thematic specialisation are iden -
ti fied within two categories: First, the existing
strengths of the regional economic as
well as research sectors (the so called dou ble
strength) like mechatronics and pro cess automation,
innovative materials (es pecially
In 2004 the Upper Austrian government
commisioned a comprehensive evaluation
on TMG with local points on strategic
programme Upper Austria 2000+
innovative
upper austria 2010
Innovationholding
GmbH was founded
in 2011
inno vative
upper
austria 2010
plus
plastics, materials steel, light metals) and in ­
for mation and communications techno lo gy,
second the target economic sectors for the
future (life science, logistics, renew able en er ­
gies and the service industries). Governance
structures were defined as bottom up, with
Smart Governance for Smart Specialisation in the Upper Austria Region 41

constant interactions between regional policy
makers and actors in the innovation field.
Upper Austria uses a continuous process
to identify new potential growth areas that
should be supported. The main focus areas
in the Strategic Economic and Research
Pro grammes are determined via stakeholder
consultations, studies and analysis of
regional requirements. It was decided that
this requires a collaborative approach of
decision-making. The identification of prioritised
sectors and domains in the regional
innovation framework of Upper Austria has
been based, at least partially and in some
cases essentially, on regional assets and existing
capacities, as well as on the analysis
of megatrends. Regarding the megatrends
and the “big global R&D topics” (e. g. nanotechnology,
biotechnology, genetic engineering
etc.) Upper Austria decided to not
blindly “copy” theses megathemes, but to
focus specifically on “Upper Austria’s Double­Strongpoint­Fields”,
regardless if they
were niche­technologies or not.
The identification of themes and the selection
of specific thematic fields in the Strategic
Programme “Upper Austria 2000+”
were based on long lasting analytical
groundwork. The programme contains 12
strategies and priorities with 23 measures,
grouped along three major strategies:
technology, qualification of workforce and
location marketing. The programme followed
the national strategy to establish competence
centres for specific technological
fields. The technological fields in the centre
of attention represent the existing strengths
of Upper Austria’s economy and science:
mechanical and electrical engineering
42
(“mech atronics”), information and communication
technologies, (new) materials (especially
metals & plastics), chemicals and
environmental technologies and logistics.
One of the clear strategic goals of the Strategic
Programme “Upper Austria 2000+”
has been the formation and sustainable
development of clusters. The major goal of
the clusters is improved competitiveness
and innovation strength for the participating
firms – SMEs by speeding up the diffusion
of knowledge with the various value
chains (industry sectors) as well as by
means of collaborative R&D projects. The
Programme listed six existing and two potential
clusters in Upper Austria. To some
extent cluster structures can be found in
“steel, aluminium, metal products”, “machin
ery, environmental technologies”, “vehi
cles, engines, components”, “plastic pro ­
ducts”, “furniture, windows, doors”, and
“pa per, pulp”. Chemicals and food are
seen as “latent” clusters.
However in the second Strategic Programme:
“Innovative Upper Austria 2010” the
id enti fication of themes has been drawn
from past experience during the previous
strategy period. In particular the programme
“Innovative Upper Austria 2010”
and the programme “Innovative Upper Austria
2010plus” used the knowledge, expertise
and scientific evidence from the realisation
of the respective previous Strategic
Programmes.
The Strategic Economic and Research
Programme “Innovative Upper Austria
2010plus” adopted fundamental aspects
of the ambitious process design of its pre ­
decessors: “Innovative Upper Austria 2010”
Smart Governance for Smart Specialisation in the Upper Austria Region

as well as the programme “Upper Austria
2000+”. This applies in particular to the
bottom­up dynamic, which can be captured
in the context of working groups.
These working groups focus on specific
regional issues and are organised by regional
promoters from the business sector,
the public sector, the social partners and
by members of the Council for Research
and Technology for Upper Austria (RFT
OÖ). The strategy of the “Innovative Upper
Austria 2010plus” has primarily been developed
by a continuation approach and
not by defining new topics in a top-down
process – since R&D calls for a sustainable
policy and not leapfrogging between various
areas. The Strategic Economic and
Re search Programme “Innovative Upper
Austria 2010plus” has a clear and consistent
structure, with budget lines attached to
each priority and the possibility to obtain additional
funding on a competitive basis within
the strategic priority areas. This was put
in place in order to manage difficulties and
potential conflicts following priority setting.
v the governance of smart specialisation activities
In the last two decades the regional government Upper Austria developed a
sophisticated set of instruments and agencies to support regional innovation
activities. Prime actor has been the TMG, Upper Austria’s business agency,
which is owned by the regional government and other public stakeholders.
The TMG is organised not as a depart ment
within the regional government, but a pri vate
limited liability company, in order to sup ­
port public activities in stimulating tech nological
development and investment in
Upper Austria. The TMG itself acts as the
holding for other agencies of the TMGgroup
and is dedicated to the develop ment
of strategy, investor relation and promotion
of the busi ness location Upper Austria. It
also provides management services for
other agencies in the holding. Such agency
is the “Clusterland OÖ GmbH”, a cluster
management or ga nisation, owned by 62 %
by TMG as well as other shareholders,
like the Upper Aus trian Chamber of Commerce
(WK OÖ) and the Federation of Upper
Austrian Industries (IV OÖ).
An important factor describing the regional
policy initiatives in Upper Austria is not only
the high number of regional organisations
sup porting innovation and knowledge exchange
but also the extremely strong interact
ions between all actors (regional politics
– social partners – academia – research
centres – industry). Relevant actors partic ­
i pating in governance mechanisms include
clusters, centres for collaborative re search,
research centres of excellence, the network
of technology centres, and the network of
technology parks, following a tri ple helix
approach (Etzkowitz and Leydes dorf 2000).
Upper Austria can thus be con sidered as a
“networked regional inno va tion system” in
the policy arena, because it has implemented
formal procedures to connect all
relevant actors and committed them to for­
Smart Governance for Smart Specialisation in the Upper Austria Region 43

mulate a coherent Strategic Programme
and set of cor re spond ing measures. Participation
of inno va tion users and civil society
could be fostered further in the future.
In 2011 all tertiary education and research
institutes owned by Upper Austria as well
as all R&D, and innovation and economy
“promotion agencies”, owned by majority by
Upper Austria, have been organised under
the common roof of the newly founded
Upper Austrian Innovationholding GmbH.
The major goals are to further improve the
competitiveness of Upper Austria through
the intimate linkage of three elements – education,
science and business – according
to the “Chain of Innovation”, to avoid
duplicate work within all the companies of
the Upper Austrian Innovationholding and
to identify and implement (roll out) best
practices with all companies of the Holding.
In detail this “Chain of Innovation” is
driven by the fact that education forms
the basis for innovation due to the fact
that it trains highly qualified specialists.
Research constitutes the development of
new knowledge and capabilities by these
experts and represents the prerequisite for
new products and solutions. Applications
in business and industry are aimed at making
profit of the results of education and
research for the benefit of the region.
In order to ensure short and (cost) effective
communications and decisions between
the management of the new Innovation­
44
holding and its daughter and granddaughter
companies, the two managing directors
of the Innovationholding are the CEO of FH
OÖ and CEO of TMG. In addition the CEO
of UAR is nominated authorised officer of
the Innovationholding.
Final responsibility for Economic, Technology
and Innovation Policy in Upper Austria
lies with the responsible Ministers of the
Upper Austrian Government as well as
with the responsible regional government’s
departments with its directorates for “Regional
Planning, Economy and Rural Development”
(department Economic Affairs)
as well as the directorate for Education and
Society (department Research & Development
and Education). Both directorates are
responsible for the design and administration
of education policies in the field of
eco nomy, research, technology and innovation.
The implementation, coordination
and integration of “strategic intelligence”
however are accomplished by additional
institutions and organisations (see below).
One important organisation is the Upper
Austrian “Council for Research and Technology”.
Experts from academia, R&D and
business are members of this council. The
Council for Research and Technology advises
the regional government on the respective
issues and also has an important
role within the Strategic Programmes,
namely to define the strategic guidelines.
Smart Governance for Smart Specialisation in the Upper Austria Region

intermediaries
Chain of innovation Policy level
national level
Performing actors
Figure: Multilevel Governance of regional RTDI policy in Upper Austria (Source: JR­POLICIES)
RFT
upper austria Council
for research and
technology
FH OÖ
Manage ment
GmbH
Education
Group GmbH
Universities
· Johannes Kepler University
· Anton­Bruckner Privatuniversity
· Katholic­Theologic
Private University Linz
· University for Artistic
and Industrial Design
BMF
Parliament
Austrian Federal Government
BMWA BMVIT BMWF BMUKK
AWS FFG FWF
Directorate for
Education and
Society
government of upper austria
regional ministers for research, technology and economy
upper austrian innovation holding
Upper Austrian
Research GmbH
Directorate for Federal State
Planning, Economic and
Rural Development
TMG: Oberösterreichi sche
Tech nologie­ und
Marketing gesellschaft
Austrian National Foundation
for Research, Technology
and Development
special interest groups
Chamber of Labour of UA
Chamber of Commerce of UA
Federation of
Upper Austrian Industries
Creative.Region
Linz & Upper
Austria GmbH
education research economic application
Education of
highly qualified
staff for
innovation
University of Applied Sciences
Upper Austria
University of Applied Sciences
for Health Professions
Ludwig Boltzmann Institutes
Fundamental
research
Research and Technology
Organisations
ÖAW
CD Laboratories
Applied
research,
techno logy
development
Productdevelop
ment
K2 - and K1 - Competence
Centres
· K2­ACCM (Mechatronics)
· K1­ACMIT (Medical Innovation
& Technologies)
· K1­MET (Advanced Metallurgical
and Environmental
Process )
· K1­PCCL (Polymer Engineering
& Science)
· K1­SCCH (Software)
· K1­WOOD (Wood Composites
and Wood Chemistry
Upper AUStriAn enterpriSeS
Commercial
Scale Up
Regionalman
age ment
Oberöster reich
GmbH
CATT Innovation Management
GmbH
Clusterland OÖ
Commercialisation
Competitiveness
of Upper Austria
tech2b Inkubator GmbH
Wirtschaftspark GmbH
Technology Centers Upper
Austria
Softwarepark Hagenberg
Smart Governance for Smart Specialisation in the Upper Austria Region 45

vi Processes, tools and mechanisms that underpin
smart specialisation and conclusions
Several features of Upper Austria’s innovation system and policy are of key
importance from the perspective of Smart Specialisation analysis.
Firstly, with the cluster and networking policy
the regional government set a focus on
key fields of specialisation for which a regional
potential was already present. Thus,
since 1998 the development of economic
and technological strengths through the
interlinking of companies and R & D institu
tions in clusters, competence centres and
networks is an important pillar of the regional
innovation policy portfolio. Policies which
aim at the development of regional connections
are carried out in eight clusterinitiatives:
automotive, plastics, furniture &
timer construction, food, eco­energy, health
technologies, mechatronics and environmental
technologies. Furthermore, four interbranch
thematic networks in the fields of
human resources, logistics, design & media
and energy-efficiency are supported. Complementary
policy measures to the shaping
of optimal cluster framework conditions in
the narrow sense (i. e. networking and cluster
promotion activities, consultancy, qualification)
are measures related to R & D cooperation
and technology transfer. Within
this context, the cluster­oriented fund for
innovative co­operating projects is clearly
part of the Smart Specialisation strategy.
46
Secondly, Upper Austria can be considered
as a “networked regional innovation
system”, because it not only has a set of
well­developed cluster, but has also implemented
formal procedures to connect all relevant
actors and committed them to formulate
a coherent Strategic Programmes
and set of corresponding measures. Above
that, all important actors from government,
aca demia and business seem to be in fre­
quent informal contact showing features
of a re gional “triple helix” (Etzkowitz and
Leydes dorf 2000) structure. Participative
policy making in Upper Austria means continuous
reflection and learning at various
levels and in intercommunion with different
actors. How ever mission orientation and a
broad innovation base has to be treaded
all new; correspondingly instruments are
required, which allow for corrections and
provide new solutions. For that, exchange
and new learning cultures should be established
in particular inter­organisa tional, between
representatives from indus try, politics
and society involved in the stra tegy setting
process, in respect of the overall system
by dis courses with experts and STI implemen
ters and also by evaluations.
Smart Governance for Smart Specialisation in the Upper Austria Region

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