Guide to Research and Innovation Strategies for Smart Specialisation

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use different delivery instruments but need to look at common outcomes. This process also enables the identification of the most adequate policy-mix to use. Analytical (science based) Developing new knowledge about natural systems by applying scientific laws; know why Scientific knowledge, models, deductive Collaboration within and between research units Strong codified knowledge content, highly abstract, universal Meaning relatively constant between places Table 2 - Differentiated knowledge base: a typology Synthetic (engineering based) Applying or combining existing knowledge in new ways; know how Problem-solving, custom production, inductive Interactive learning with customers and suppliers Partially codified knowledge, strong tacit component, more context-specific Meaning varies substantially between places Symbolic (art based) Creating meaning, desire, aesthetic qualities, affect, intangibles, symbols, images; know who Creative process Experimentation in studios and project teams Importance of interpretation, creativity, cultural knowledge, sign values, implies strong context specificity Meaning highly variable between place, class and gender Drug development Mechanical engineering Cultural production, design, brands Source: Cooke, P. et al. (2006) 26 The governance of a RIS3 strategy No matter who is involved, the RIS3 process needs to be interactive, regionally-driven and consensus-based. This is because, far from the stereotype of heroic individuals in labs and garages, the innovation process is increasingly a collective social endeavour in which success, for regions as well as firms, depends on the inter-organisational capacity to absorb, generate and exchange knowledge in a timely and cost-effective manner. Although regional development is also a collective social endeavour, in which national and supra-national levels play their part, the regional level is the most important part of the process, not least because no one has a greater commitment to, or knowledge of a region than the individuals and organisations that are based there. The governance structures and processes that are described and recommended here should not be seen as a rigid template that must be applied in all regions regardless of local circumstances. On 26 Cooke, P., B. Asheim et al. (2006), 'Constructing Regional Advantage: principles, perspectives, policies' Report to the European Commission. 36
the contrary, they are offered as general guidelines that need to be assessed and applied in particular regional contexts, each of which has its own unique combination of problems and possibilities. In other words, the regional context will help to determine the precise mix of organisations that need to be involved in the RIS3 process. The regional context is also the appropriate context in which to decide who is best placed to lead the RIS3 process. In terms of process, RIS3 design involves analyses, experimentation, debates and decisiontaking, with wide participation of actors and experts, from within but also from outside the region. This needs to be communicated, understood and acknowledged: it is a time-consuming process that should be seen as an investment rather than a burden. The most important types of organisation that need to be involved in the RIS3 process are public authorities; universities and other knowledge-based institutions; investors and enterprises; civil society actors; and international experts who can offer benchmarking and peer review services for example. Figure 1 exemplifies a number of organisations belonging to each of the previous categories, as identified by EURADA. Source: EURADA Figure 1 - The regional knowledge ecology A criticism that was sometimes levelled at the RIS process was that it was prone to being 'captured' by traditional interest groups in the region, groups that were more interested in 37
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 and 18: • Finally, radical foundation of
Page 19 and 20: • Secondly, this process is carri
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: Step 2 - Governance: Ensuring parti
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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