jacques p. bersier, coordinator farah fawaz sarah chapatte
TRANSCRIPT
Jacques P. Bersier, CoordinatorFarah FawazSarah Chapatte
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Stakeholder – definition A person with an interest or concern in something, especially a business. [or] denoting a type of organization or system in which all the members or participants are seen as having an interest in its success.
Oxford Dictionaries
Endogenous stakeholderExogenous stakeholder
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Table of contentsObjectives of the module
1 Why it is important for your cluster ?
2 What is it about?
3 Who should manage all this?
4 How do I manage these activities?
5 For your members only?
6 What are the risks?Debate – Your inputs and recommendations
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Objectives of the modulea How important are relations inside and outside
the cluster
b How to manage networking
c What are the risks
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1 Why is it important for you cluster? (1)
Foster the development of the cluster because networking is the essence of the cluster
Improve the cluster’s framework conditions
Add value brought by networking for the members Knowledge about members Marketing Business opportunities Cooperation opportunities ….
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Why is it important for you cluster? (2)
Strong networking inside a cluster need at least: Some level of trust Some level of common identity Some type of structure facilitating meetings and
networking Some level of continuous traffic
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Why is it important for you cluster? (3)
“The reason clusters are relevant for innovation is that when there is a critical mass in a location of a sector or industry, the different actors can support each other, and resources can be arranged and rearranged in flexible ways. But critical mass is not enough; the actors must be connected in various ways and there must be mobility of resources and skills, including technological spill-overs”.
Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012
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2 What is it about?The cluster allows all the different actors to interact and to learn from each other.As reported by Michael Porter:« Clusters do more than make opportunities for innovation to be more visible. They also provide the capacity and the flexibility to act rapidly »
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Endogenous stakeholders (1)
Diamond Model
INDUSTRY
STATE
ACADEMIA
ENDOGENOUS
EXOGENOUS
Firm strategy,Structure, and Revalry
Related and Supporting Industries
FactorConditions
Demandconditions
Chance
Government
Source:Professor Michael E. Porter
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Endogenous stakeholders (2)
Triple helix model
INDUSTRIY INDUSTRY
Buyers and suppliersRelated industries, SMEs, Services
ACADEMIAUniversity
Research centerTech transfer offices, Technology parks
STATENational, regional and local authorities
Agencies
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Endogenous stakeholders (3)
Actors on a Cluster Stage
INDUSTRIY
INDUSTRYBuyers and suppliers
Related industries, SMEs, Services
RESEARCH COMMUNITYUniversity
Research centerTech transfer offices, Technology parks
GOVERNMENTRegional authorities
Agencies
MEDIASpezialised media
INSTITUTIONS FOR COLLABORATIONFormal and informal networks
Trade associationsCluster organisations
FINANCIAL INSTITUTIONSBanks
Venture CapitalBusiness Angels
INDUSTRY
MEDIA
GOVERNMENTF
INA
NC
IAL
INS
TIT
UT
ION
SRE
SE
AR
CH
CO
MM
UN
ITY
Source:Dr Örjan Sölvell, Clusters, Balancing Evolutionary and Constructive Forces, Ivory Tower Building, Stockholm, Sweden, 2008
INDUSTRY
MEDIA
GOVERNMENT
INSTI-TUTIONS
COLLABO-RATION
FIN
AN
CIA
LIN
ST
ITU
TIO
NSR
ES
EA
RC
H
CO
MM
UN
ITY
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Endogenous stakeholders (4)
Five types of actors in a cluster
INDUSTRYBuyers and suppliers
Related industries, SMEs, Services
RESEARCH ORGANISATIONSUniversity
Research instituteTech transfer offices, Technology parks
EDUCATION INSTITUTIONSPost-education Centers, Schools
PolytechnicsUniversities
CAPITAL PROVIDERSVenture Capital
Business Angels FirmsBanks
PUBLIC ORGANISATIONSGovernment (national – regional – local)
Public agencies
Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012
Cluster organisationplay the role of bridge builders
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Endogenous stakeholders
AcademiaIndustry
State
INDUSTRYBuyers and suppliers
Related industries, SMEs, Services
ACADEMIAUniversity
Research centerTech transfer offices, Technology parks
STATENational, regional and local authorities
Agencies
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Six principal targets of a cluster (1)
Source:Dr Örjan Sölvell, Dr Göran Lindqvist, Dr Christian Ketels, The Cluster Initiative Greenbook, Ivory Tower AB, Stockholm, 2003
Policy Action
Research and Networking
Innovation &Technology
Education and training
Cluster Growth
Commercial cooperations
Specific post-trainingprograms
Knowledge management
Technical training
Professional training
Trade fair participation
Equipment sharing
Intellectual property
Experts network
Company networks
Cooperation with other clusters
Cluster promotion
Company growth
Welcoming new enterprises
Spin-offs/ start up creation
Attract firms/ new partners
Structures formalization
Applied research projects
Technology watch
Access to research institutions
Access to competitive funding
Professional training
Economic policy
Lobbying
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Cluster objectives* (2)
*Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012
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High-priority shares by CI age group* (3)
*Source:Örjan Sölvell, Mats Williams, Building the Cluster Commons, An Evaluation of 12 Cluster Organisations in Sweden, 2005-2012, Ivory Tower Publishers, 2013 (Orange Book)
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High-priority shares by CM size* (4)
*Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012
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Need to reshape the networkingGrowing number of (different) actors – endogenous and exogenous
Need for internationalization
Need for a multidimensional networking and communication
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Important role of stakeholdersAcademia
Science, technology and knowledge transfer
Developing cutting edge technologies
Earth of innovation
StateFramework conditions for academia and industry
Financing
IndustryNeed to be more competitive
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Networking model
CLUSTER MANAGEMENT CMBilateral relations with
endogenous or exogenous stakeholders
STAKEHOLDERSBilateral relations with other
stakeholders
STAKEHOLDER’S GROUPBilateral relations inside a same
group
CM
State
Media
IndustryAcademia
Finance
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3 Who should manage all this?Cluster management should be in charge all the networking process – bridge builders*
Cluster’s steering committee
CEO from one of the core companies
Majority of the members from companies
Board must supply lots of energy to the cluster
Cluster manager
Networker – Driving force – Communicator - Management
Cluster’s collaborators
*Source:Örjan Sölvell, Mats Williams, Building the Cluster Commons, An Evaluation of 12 Cluster Organisations in Sweden, 2005-2012, Ivory Tower Publishers, 2013 (Orange Book)
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GT Innovaton & TechnologyGT Policy action
GT Research and networking
GT Education
GT Cluster expansion
GT Commercial cooperation
Who should manage all this?Working groups composed of stakeholder’s representatives and managed by an industrial partner
Source:Örjan Sölvell, Mats Williams, Building the Cluster Commons, An Evaluation of 12 Cluster Organisations in Sweden, 2005-2012, Ivory Tower Publishers, 2013 (Orange Book)
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4 How do I manage these activities?Mission 1Cluster management with academia
inputs Knowledge of academic partners,
competencies,projects, equipments, success stories,
expectation toward the cluster...
Needs of academic partners toward cluster, state and industry
outputsNew training programs
Postgraduate jobsOngoing traineesKnowledge Atlas
…
State
Industry Academia
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4 How do I manage these activities?Mission 1Cluster management with industry
inputs Knowledge of industrial partners,
competencies,products, equipments, success stories,
expectation toward the cluster…
Needs of industrial partners toward cluster, state and academia
outputsCollaborative projects
Competitive projectsInternationalization
…
State
IndustryAcademia
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4 How do I manage these activities?Mission 1Cluster management with state
inputs Industrial and innovation policy,
expectation toward the cluster…
Needs of state partners toward cluster, industry and academia
outputsFinancing of Cluster Initiatives
Framework conditions for Academia and Industry
This relation can be strongly affected dependingon the original trigger of the Cluster Initiative (CI)
StateIndustry
Academia
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4 How do I manage these activities?Mission 2Networking between Academia and Industry
inputs University produce cutting-edge knowledge
Academy offer specialized education programs and graduate students with skills
outputsAccess to a knowledge atlas
Formalized partnershipsProjects
MandatesSkilled peoplesPost-education
New training programs
State
IndustryAcademia
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4 How do I manage these activities?Mission 2Networking between Industry and State
inputs Laws, rules, informations
Industrial needs
outputsHigh level of exchanges
Innovation policyIndustrial policy
Economic Observatory
State
IndustryAcademia
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4 How do I manage these activities?Mission 2Networking between State and Academia
inputs Financing needs
Laws, reglements, informations
outputsHigh level of exchanges
Use of academic partnerson specific project
Help for economic promotion
State
IndustryAcademia
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4 How do I manage these activities?Mission 3Networking inside each stakeholder group
Smal firms interact with large firms Domestic firms interact with
multinationals*« They use each other as buyers, as suppliers, as technology partners, as places to find trained staff, as sources of new ideas to imitate, or simply as an inspiration to aim higher and set more ambitious goals »
*Source:Örjan Sölvell, Mats Williams, Building the Cluster Commons, An Evaluation of 12 Cluster Organisations in Sweden, 2005-2012, Ivory Tower Publishers, 2013 (Orange Book)
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From an ideal cluster to a real oneCM organisations bridging the seven innovation gap
Source:Örjan Sölvell, Mats Williams, Building the Cluster Commons, An Evaluation of 12 Cluster Organisations in Sweden, 2005-2012, Ivory Tower Publishers, 2013 (Orange Book)
Good knowledge Dense networks Common « language » Similar norms and
attitudes Shared vision Hightrust Positive incentives
Poor knowledge Sparse networks Different « languages » Different norms and
attitudes Different visions Lowtrust Negative incentives
Weak obstacles→ Interaction
Strong obstacles→ gaps
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Evaluation of Cluster InitiativesMeasuring effects from organized clusters on the base of six gaps
Source:Örjan Sölvell, Mats Williams, Building the Cluster Commons, An Evaluation of 12 Cluster Organisations in Sweden, 2005-2012, Ivory Tower Publishers, 2013 (Orange Book)
Degree of which cluster activities improve collaborations at the level of1. Firm-to-Firm2. Firm-to-Research and Firm-to-Education3. Firm-to-Capital4. Firm-to-Policy5. Firm-to-Cluster6. Firm-to-Global
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5 For your members only? – No Cluster networking should be widely open to new future partners regarded as exogenous stakeholder Involve new partners
Create cluster collaborations Initiate transnational cooperation's Collaborate with media in order to attracts
create a brand and attract new members
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6 What are the risks?Establish a prioritization according to the value added Priorities Choice of partners based on the cluster’s
strategy Try to have win-win situations IP protections
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Priorities (1)
Cluster Manager’s Contact Patterns
Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012
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Priorities (2)
Cluster Manager’s Contact Patterns
Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012
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Priorities (3)
Correlation between objectives and contacts
Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012
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Your inputs - discussionWhat has been missing?
What’s wrong?
What’s pertinent?
…
Thank you for your attention and participation
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BibliographyCook P., Regional Knowledge Capabilities and Open Innovation: Regional Innovation Systems and Clusters in the Asymmetric Knowledge Economy, Chapter 4, p. 80-104
Cook P., Regionally asymmetric knowledge capabilities and open innovation Exploring “Globalisation 2”- A new model of industry organisation., p. 1128-1149
Fallah H., Technology Clusters and Innovation, Current Issues in Technology Management, Issue 4, Volume 9, 2005
Ketels C., Lindqvist G., Sölvell Ö., Strengthening Clusters and Competitiveness in Europe, The Role of Cluster Organisations, The Cluster Observatory, 2012
Kuah A.T.H., Cluster Theory and Practice: Advantages for the Small Business Locating in a Vibrant Cluster. Journal of Research in Marketing and Entrepreneurship, Volume Four, Issue 3, 2002, p. 211
Lüthje C. & Terstriep, J., DO CLUSTERS AS OPEN INNOVATION SYSTEMS ENHANCE FIRMS’ INNOVATION PERFORMANCE?, p.1
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Porter M.E., Locations, Clusters and Company Strategy, Chapter 13, p. 254-274
Sölvell Ö., Lindqvist G., Ketels C. (2003), “The Cluster Initiative Greenbook”, Stockholm, p. 35-36
Sölvell Ö. (2008), “CLUSTERS Balancing Evolutionary and Constructive Forces”, Sweeden, p. 13-18
Sölvell Ö., Williams M., Building the Cluster Commons, An evaluation of 12 Cluster Organizations in Sweden, 2005-2012, Ivory Towers Publishers, 2013
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