Guide to Research and Innovation Strategies for Smart Specialisation

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existence of industries that are in tune with the relevant socio-economic conditions and can rely on a trained local labour force and a history of cooperative relations with other regional actors. Evidence shows that without displaying these characteristics, industries are much more likely to be unsuccessful in the medium term. However, by concentrating only on embeddedness, a regional development strategy may risk increasing vulnerability to changing economic conditions. Therefore, it is crucial that the second principle of 'relatedness' is also taken into consideration. This principle describes the diversification of firms into related areas based on new innovative techniques or processes. In other words, it is a strategy of diversifying within a specialisation. This allows firms to build on the skills, assets and capabilities within a region while adapting and improving on them through innovation. • Connectivity: Smart Specialisation should link emerging knowledge based industries to other actors within and outside the region, but it does not always lead to good outcomes so needs to be assessed. Firstly, we know that face to face interaction in particular places can be crucial in nurturing innovation and there are many examples of regions that have used what can be described as social capital to create knowledge based growth. Nevertheless, local interaction can also be negative when it creates protectionism and rent seeking. Interaction is most beneficial between different groups and across classes and power structures. Secondly, connections to outside the region are only beneficial when ideas are internalised to the benefit of local firms. Being connected to the outside, both digitally (with ICTs) and physically (with transport infrastructure) may lead to a flow of human capital out of the region (in a process labelled 'brain-drain'). • Integration of policies at regional level: Sector-based policies alone do not address the need for links between different interventions. For example, increasing human capital through a programme to enhance skills should match the needs of emerging industries. Similarly, a strategy to increase the attractiveness of a place for investors has to take into account social, cultural and legal issues in addition to purely economic considerations. A successful strategy would therefore integrate policies that are formulated with demand side considerations, through approaches such as public-private partnerships. Smart Specialisation as a tool for regional policy has to be carefully considered and must follow the 'place based approach' to economic development that has been promoted by both the European Commission and the OECD. The strategies on their own will not bring about change if they are not translated into delivery instruments considered in the Operational Programmes of Cohesion Policy. In summary… The concept of Smart Specialisation is 'smart' for two main reasons: • Firstly, it links research and innovation with economic development in novel ways such as the entrepreneurial process of discovery and the setting of priorities by policy makers in close cooperation with local actors. 16
• Secondly, this process is carried out with an eye on the outside world, forcing regions to be ambitious but realistic about what can be achieved while linking local assets and capabilities to external sources of knowledge and value chains. However, while each regional or national strategy will share common features, the place based approach shows us that understanding the local context is crucial in their successful design. The process of shaping and implementing a strategy is now considered in Part III and Annex I of this guide. 17
Page 1 and 2: European Union Regional Policy Guid
Page 3 and 4: Dominique Foray John Goddard Xabier
Page 5 and 6: TABLE OF CONTENTS INTRODUCTION ....
Page 7 and 8: LIST OF REGIONAL EXAMPLES Example 1
Page 9 and 10: horizontal approaches. These were i
Page 11 and 12: Smart specialisation has also been
Page 13 and 14: asked to play within that process i
Page 15 and 16: Who: Putting entrepreneurial knowle
Page 17: • Finally, radical foundation of
Page 21 and 22: Therefore, they should not be thoug
Page 23 and 24: Tools suitable for this kind of ana
Page 25 and 26: Step 3 - Elaboration of an overall
Page 27 and 28: Step 6 - Integration of monitoring
Page 29 and 30: ANNEXES 27
Page 31 and 32: Step 1 - Analysis of the regional c
Page 33 and 34: problems, when regions remain too s
Page 35 and 36: 3. 'Cluster' in-depth case studies
Page 37 and 38: Step 2 - Governance: Ensuring parti
Page 39 and 40: the contrary, they are offered as g
Page 41 and 42: 'thing' that a minority of people p
Page 43 and 44: Some or all of these engagement mec
Page 45 and 46: national government agencies and th
Page 47 and 48: Each country and region will, of co
Page 49 and 50: side of the box provides a typology
Page 51 and 52: preparation and discussion of scena
Page 53 and 54: 2. Identification of the stakeholde
Page 55 and 56: But how to present the prioritised
Page 57 and 58: Traditional instruments Emerging In
Page 59 and 60: Type of OECD region by economic pro
Page 61 and 62: Developing a RIS3 involves a degree
Page 63 and 64: national statistics. If the program
Page 65 and 66: Being place-based Box 6 - Distincti
Page 67 and 68: ANNEX II: DELIVERY INSTRUMENTS AND
Page 69 and 70:
Clusters and Smart Specialisation W
Page 71 and 72:
• Promote cluster management exce
Page 73 and 74:
Barriers and challenges Most SMEs a
Page 75 and 76:
o the China SME IPR Helpdesk provid
Page 77 and 78:
Science parks provide the advanced
Page 79 and 80:
designing and delivering national a
Page 81 and 82:
a mutual understanding of the drive
Page 83 and 84:
Digital Agenda for Europe Why shoul
Page 85 and 86:
• Rural Development: measures aim
Page 87 and 88:
high speed internet infrastructure.
Page 89 and 90:
For this, solid economic data is ne
Page 91 and 92:
production and distribution methods
Page 93 and 94:
• Develop innovative financial in
Page 95 and 96:
all departments - research, innovat
Page 97 and 98:
Financial engineering instruments W
Page 99 and 100:
2011: operated by the EIF on behalf
Page 101 and 102:
the Bank's operational plan are Eco
Page 103 and 104:
• Higher impact of innovation inv
Page 105 and 106:
• To support financially the proc
Page 107 and 108:
energy potential and climate impact
Page 109 and 110:
First, the sustainable management o
Page 111 and 112:
get out of grant logic, become self
Page 113 and 114:
ANNEX III: REGIONAL RESEARCH AND IN
Page 115 and 116:
5.2 Does it foster the internationa
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Guide to Research and Innovation Strategies for Smart Specialisation

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