Guide to Research and Innovation Strategies for Smart Specialisation

More documents

Recommendations

Info

Policy Delivery Instruments Economic Rationale Green PP Figure 7 - The 'trunk and branches' structure CO 2 neutral OPs Social Innovation Cultural and creative industries Green Growth Digital agenda Financial engineering Skills SMEs Support Connecting Universities Clusters Research infrastructures Key Enabling Technologies Innovation PP ----------------------------------------------------------------------------------------------------------------------------- Methodological support Smart Specialisation GUIDE Policy Rationale Innovation Union self-assessment tool Regional Innovation Monitor CP Regulations 2013-20 OECD 2011 “Regions and Innovation Policy” (COM) “The contribution of Regional Policy to smart Growth” IRE-RIS Guide (COM) “The contribution of Regional Policy to sustainable Growth” Directory “No-Nonsense” to build S Innovation Union Flagship 3 Diagnostic Systèmes d’Innovation (Praguer) “Knowledge for Growth” FWP Evaluation Endogenous Growth Internationalisation Entrepreneurship and incubation Innovation Systems “Innovative milieux” Policy Experimentation RIS-RITTs 1994-2004 Competitive Advantage – M-Porter Evolutionary Economics Economic Geography Industrial districts 31 66
Clusters and Smart Specialisation Why should clusters be part of smart specialisation? Due to their inherent capability to support cooperation between different innovation actors in a region, clusters are powerful instruments to foster industrial competitiveness, innovation and regional growth. Currently, they are used by policy makers worldwide as building blocks for implementing different policies such research & innovation, industrial and regional policies. Smart specialisation requires that regional governments have a clear vision and be committed, and at the same time, have people who will take up and realise such strategies on the ground. Clusters offer a huge potential to implement smart specialisation strategies by providing and mobilising the necessary resources for that purpose. Their knowledge, networks, and dynamism are the right ingredients that are available at local level allowing regions creating more value, reaching higher levels of excellence and thriving in the global economy. Clusters can be used at both the design and the implementation phase of smart specialisation strategies. In the design phase, they can be used to identify the industrial strengths and assets in a region, contribute to set strategic priorities and take the right political decisions. For this purpose, cluster mapping and benchmarking are valuable tools that can be used to identify regional specialisation patterns and compare economic activities, including agriculture, strengths with other regions in the EU. In the implementation phase, clusters can be used as efficient platforms that can focus on and quickly contribute to smart specialisation’s objectives. In particular, by fostering crosssectoral cooperation, clusters can contribute to implement thematic-based strategies addressing new society challenges, and creating new competitive advantages in a region. Barriers and challenges The use of clusters for smart specialisation may imply important political decisions regarding the development of new cluster initiatives or the use of existing ones. New cluster initiatives can be launched provided that they are crucial for implementing the regional governments’ visions and therefore being strongly supported in the future. Otherwise, new cluster initiatives should be avoided. Fragmentation and proliferation of cluster initiatives often leads to dispersion of forces and financial resources as well as to less cooperation and synergies between them. Policy makers can streamline existing cluster initiatives towards the goals and objectives of smart specialisation. In parallel, linkages between different initiatives should be strengthened to enable clusters becoming less vulnerable to future market changes and be better prepared to shape new markets. The support of such cross-linkages often requires a new mindset and courageous political decisions which may be a not easy task in some regions. Identification of regional strengths is not a trivial task and requires reliable historical statistical data and in-depth analysis. Cluster mapping and benchmarking activities are powerful tools for starting assessing regional specialisation patterns and comparing statistical 67
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 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: ANNEX II: DELIVERY INSTRUMENTS AND
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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?