Guide to Research and Innovation Strategies for Smart Specialisation

More documents

Recommendations

Info

Type of OECD region by economic profile Primary sector intensive regions Rural areas in lagging countries, specialised in primary sector activities Source: OECD 2011 Table 9 - 'Catching up': examples of regional strategies and associated policy mixes High Region institutional power Medium Low Strategy: upgrading and retaining human capital, creating critical masses and increasing quality of connectivity • Regional agencies for business development • Training and lifelong learning courses (public offer, incentives for firms) Students exchange programmes and talent attraction schemes • Regional incentives for skills upgrading programmes in companies • Incentives for hiring qualified personnel in companies • Creation of knowledge centres in traditional fields (agriculture, tourism…), branches of national research organisations • Innovation support programmes for incremental innovations (innovation intermediary, business development support) • Linkages of business support organisations (chambers of commerce, etc.) to wider networks • Financing experimental innovative projects in traditional sectors • Connection of regional actors in national and international production networks • Innovation support programmes (innovation intermediary, business development support (branch of national agencies), connection with trade and export agencies • Attracting national investments in vocational and tertiary education • Promoting national training, lifelong learning schemes for companies and individuals • Engaging regional stakeholders in external production networks • Securing national infrastructure investments to enhance connectivity 58
Developing a RIS3 involves a degree of risk-taking, since there is always some uncertainty in the choice of priorities, on the events that can change the region’s growth trajectory, and on the best way to implement actions in support for regional smart specialisation. Hence experimentation is justified, and even recommended, to test new approaches or gain more information and certainty on the prospects of the priorities selected for the RIS3. This can take the form of pilot projects to be launched during the RIS3 design process. These pilot projects should be selected according to two main criteria: their relevance with respect to the RIS3 priorities; and their expected impacts in short or medium term (projects with longer term impacts are valuable but would not feed the demonstration purpose of pilot projects). Pilot projects serve the following functions: • Feeding the strategy with new information on regional innovation potential (they participate to the 'entrepreneurial discovery process'); • Providing a signal to underline the fact that the strategy is going to be concretely implemented rather than remaining a concept; contributing to the communication of the RIS3 as a whole; • Testing new or unconventional policy support approaches on a small scale before possible extension, limiting risk. Even more than for conventional projects and actions, pilot projects need to be monitored and evaluated, in order to found the decision on continuation and discontinuation of the projects on reliable evidence. Exit strategies and intermediary milestones involving go/no go decisions need to be built into the pilot projects. If such learning mechanisms are properly introduced in pilot projects, they can provide a model for performance-based funding mechanisms, which are notoriously difficult to impose on existing programmes or actions maintained over time without such a provision. 59
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 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: Type of OECD region by economic pro
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
show all

Guide to Research and Innovation Strategies for Smart Specialisation

Create successful ePaper yourself

Delete template?

Save as template?