tci 2016 regional governance and leadership: 3 dutch cases

Titel presentatie[Naam, organisatienaam]

Working Day - Track: Academic TrackCollaborative Learning

Monique RosoAssociate researcher USE / Institutions

Regional governance and leadership: 3 Dutch cases

Regional governance and leadership: 3 Dutch cases

Monique Roso

November 10, 2016

associate researcher USE / Institutions

Utrecht School of Economics

3


4

Research team

Prof. dr. Erik Stam – Utrecht University

Prof. dr. Georges Romme – Eindhoven University of Technology

Monique Roso, MSc – Utrecht University

Dr. Jan Peter van den Toren – Birch Consultants

Bas van der Starre MSc – Birch Consultants


5

Entrepreneurial ecosystem


Stam & Spigel 2016

6

Regional economic comparison


Brainport Twente Amsterdam Metropolitan Area

GDP growth, 2011-2014 (annual growth)

1.224% -0.003% 1.73%

Active labour force (N, 2014) 370,000 298,000 1,265,000Higher educated active labour force (% of total, 2014)

35.2% 30.1% 41.6%

Business dynamics, 2011-2015 (annual growth of N businesses)

2.4% 2.2% 3.42%

Gazelles (N, 2014) 15 10 69Gazelles (rate) 0.99 0.92 1.13R&D expenditure (% of GDP) 7.86% 1.05% 1.14%Innovation expenditure (% of GDP)

8.94% 1.73% 1.67%

8

Governance model Twente: silos


Kennispark Twente

HEIs

governments

TwenteRegion

governments

TwenteBoard

triple helix

(formerStrategyBoard)

Topteam

triple helix

(redevelop-ment

Twente Airport)

Techno-logie-kring

SMEsin

high tech

Ambitions: entrepreneurship, economic recovery, structural change

10

Governance model Brainport: beehive


BrainportIndustries(OEMs andsuppliers)

Ambitions:international competitivenessand resilience

12

Governance model Amsterdam Area: flocks


communities(innovation, business)

governments(City Region)

HEIs(AAA)

13

Some conclusions

• different types of networks for regional governance, built upon different institutional fundamentals (history, culture, routines, financial resources). No one-size-fits-all model

• leadership: sometimes lacking, when present it is connective (mayors, communities) - and it pays off

• need to balance between (bottom-up) self-organization and top-down leadership.

• identify change agents

• collective strategies promote collaboration


14

Further research

• extensive knowledge on business networks

• extensive knowledge on policy networks

• execution of triple helix collaboration (academia - business - government)

• knowledge on processes of multiple helix strategic networks ?

• knowledge on effectiveness of multiple helix helix regional strategic networks?


tci 2016 regional governance and leadership: 3 dutch cases

Economy & Finance