Guide to Research and Innovation Strategies for Smart Specialisation

More documents

Recommendations

Info

Internationalisation Why should internationalisation be part of smart specialisation? Internationalisation is a crucial component of a S³ for at least three reasons: • The world is flat and all elements of an enterprise value chain can be located anywhere in the world through FDI or outsourcing. • The eco-system of Member States and Regions can be challenged by the eco-system of emerging countries. Today, even high added value elements of the enterprise value chain (i.e. R&D+I, support services, access to finance, design...) can be produced outside OECD countries. Regions have thus to benchmark themselves with any other regions to assess where the real or believed competitive advantages are challenged in order to permanently increase their values. • Internationalisation is becoming a more and more sophisticated context. It is much more than export and FDI. It is indeed also strategic alliances, joint research, co-development, outsourcing, relocation, mergers and acquisitions, licensing IPR, soft landing, technology showcase. Barriers and Challenges Internationalisation is about market and technology intelligence aiming at assessing if the smart specialisation strategy is able to resist to global competition or to take advantage of global competition opportunities (often niche markets). Many reports are showing that lots of SMEs do not use the full potential neither of the internal nor of the external market. Some of these reports indeed show that while 25% of EU-based SMEs are involved in export to the Internal Market, in the last three years only 13% of EU SMEs were internationally active outside the EU through trade or any other forms of cooperation with foreign partners. According to a Finnish survey entitled 'International R&D in high growth SMEs – Implications to innovation policy' 110 , public authorities can help the internationalisation process of technological companies by supplying them with support services in the six areas below: • knowledge of international market and technology demand, • strategy development for international R&D activities, • identification and selection of partners, • identification, selection and acquisition of technology, • skilled personnel, • funding for international core, close-to-market and supporting R&D. In some cases bold regional outsourcing or offshoring support policies should be deployed in order to help SMEs acquire components – including knowledge – at affordable prices, thereby enabling them to remain competitive and hence ensure their long term survival. These days, there are definitely one or more good reasons to compare the expertise available in-house in 110 Gaia Group, http://proact.ktm.fi/index.phtm?menu_id. 92
all departments – research, innovation, production, marketing/sales – with that available around the world. A detailed segmentation of regional business needs reveals the advantages they could derive from an internationalisation strategy. Figure 8 below illustrates this concept. How to act? Figure 8 - Matrix of business functions and international services Business International functions services Research Joint research Access to equipment Establishment (FDI) Innovation Joint development Proof of technological concept Proof of economic concept Licensing and transfer of intellectual property Production Outsourcing Offshoring Subcontracting Establishment (FDI) Marketing Market testing Distribution Economic intelligence Finance IPO Mergers and Acquisitions The European Commission recently published different relevant papers: • Small Business, Big World – A New Partnership To Help SMEs Seize Global Opportunities, November 2011 111 . 111 http://ec.europa.eu/enterprise/policies/sme/market-access/files/com_2011_0702_f_en.pdf 93
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 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: • Develop innovative financial in
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?