The workshop in brief - PRO INNO Europe

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European Innovation Scoreboard (2007). 1 Analysing innovation performance of different countries based on the summary innovation index, results in four groups of countries: Catching-up countries, moderate innovators, innovation followers and innovation leaders with large differences in innovation performance. Two explanations for these large differences have been further analysed: Socioeconomic conditions, including also the influence of national innovation systems, and innovation efficiency (i.e. the ratio of outputs over inputs). Seven dimensions describing the socio economic conditions emerge as being relevant for explaining variations in innovation performance: Demand conditions, social capital, institutional framework, market efficiency, technology/knowledge flows, social equity and governance. Factors of high importance include social capital (trust), technology flows and good governance, in particular government effectiveness, rule of law and control of corruption. Transparency is an important factor, which shows the importance to take other views on innovation performance. The presence of an institutional culture in a country helps the country and its enterprises to innovate more, although an analysis based on micro data would add much more to this main conclusion. One further conclusion is that “most innovative” does not necessarily mean the same as “most efficient”: Innovation excellence does not require innovation efficiency. For example the innovation leadership of Sweden is largely due to strong innovation inputs but less efficiency in transforming these into innovation outputs can be found. On the other hand innovation efficient countries can be moderate innovators: Italy features as a moderate innovator in the EIS. But the country is showing high levels of efficiency, in particular in intellectual property. To summarise, improvements in innovation performance can be achieved by improving socio-economic conditions as well as by improving innovation efficiency. Alasdair Reid (Sectoral Innovation Watch, Technopolis Group) presented results from the Europe Innova Sectoral Innovation Watch study. The study intends to 1 The EIS measures and benchmarks innovation performance across the European Union, the US and Japan at the national level based on a wide range of “innovation indicators” (in 2006 25 indicators covering 5 innovation dimensions). The “Summary Innovation Index” as composite indicator is used to build a comprehensive but easy to understand picture. 06.10.2008 Page 10 of 34 INNO-Views WS 04 Output final
analyse the barriers to innovation and driving forces per sector by identifying and analysing socio-cultural factors (such as consumer preferences, ethical issues, culture of co-operation, organisational rigidities, and lack of mobility of the workforce). The ‘Four capitals’ approach – i.e. cultural, human, social and organisational capital – is used to structure individual and group behaviour as influences on innovation: • “Cultural capital” refers to cultural background and the basic value system that is shared by the individuals in a community and that manifests in their attitudes and habits, including in their choices as consumers. Two broad aspects include demand-pull innovation (demand for technology) and technology-push (acceptance of new technology). • “Human capital” means “knowledge, skills and attitudes as derived from education, training and experience”. The focus is on the availability of skilled labour force to undertake innovation activity and on labour mobility within and between sectors (and geographically). • “Social capital” means networks with shared norms, values and understanding that facilitate cooperation within or among groups. Access to knowledge and technology can depend to a large extent on the connections between firms as well as between firms and other organisations, therefore the nature and intensity of relationships play a key role. • “Organisational capital” is defined as a company’s culture, routines, structure, morality and management styles. Factors captured here include: entrepreneurship (attitude to risk), management ethics, attitude towards work of individuals, the labour relations and practices as well as level of organisational rigidities. A key issue is an organisation’s ability to deal with uncertainty, to ‘unlearn’ (avoid lock-in phenomenon) or in other words openness to change. The study raises the question if public policy support would be more efficient attempting to shape general attitudes (i.e. locally, nationally) or at sectoral level (e.g. EU wide). To answer these questions further exploratory actions and e.g. a sectoral case study to analyse the influence of four capitals in different countries are needed. Evelina Wahlqvist (School of Business, Economics and Law, Göteborg University) presented the theories of Richard Florida on the link between regional creativity and innovation performance. Based on “Florida’s 3T frame work”, analysis results for Sweden were presented. In an international comparison of the “Euro-Creativity Index” 06.10.2008 Page 11 of 34 INNO-Views WS 04 Output final
Page 1 and 2: INNO-Views Policy Workshop Innovati
Page 3 and 4: Introduction and background The deb
Page 5 and 6: attitudes and different ways of thi
Page 7 and 8: The importance of creative environm
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Page 13 and 14: Tradition and historical background
Page 15 and 16: Important is a culture of permittin
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Page 19 and 20: In order to foster creativity, unce
Page 21 and 22: Until now 11 ‘inventors’ have f
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Page 27 and 28: approach of Innovation C.I.R.C.U.S
Page 29 and 30: give impetus for new female figures
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Page 33 and 34: Angela Pugh, Greater London Enterpr

The workshop in brief - PRO INNO Europe

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