The Economic Evolution towards the Networked Society

Product

Data

Competition

50’s – 70’s

Coopetition

Ecosystems

Ubiquitous

Today?

Cooperation

Solution

Information

70’s – 90’s

Knowledge

Innovation

Collaboration

90’s – 2000’s

ICT for Business Ecosystems

[Source: Gerald Santucci, European Commission Directorate-General Information Society Unit D5: ICT for Business, Global Forum 2004]

Bilateral Investment Treaties, 2003

0 1 to 30 31 to 60 61 to 90 > 91

Source: UNCTAD

Formal

F I N L A N D

N O R W A Y

I C E L A N D

D E N M A R K

Italy

S W E D E N

Luxembourg

Liechtenstein

United kingdom

Switzerland

Austria

Greece

France

Belgium

Netherlands

Ireland

Spain

G E R M A N Y

Portugal

Non-formal

Source: ENSR Enterprise Survey 2003

Formal and Non-formal SME cooperation in Europe, % of SMEs

40 7050 60 803020100

Specialisation, clusters and linkages: cooperation and competition

Dynamics of innovation and cluster development

Inter-Actor Inter-Actor Network CreationNetwork Creation

Cluster Cluster FormationFormation

New Technology New Technology & Firm Growth& Firm Growth

Female and male entrepreneurial activity

Source: Scientific Analysis of Entrepreneurship and SMEs (SCALE) paper N200510, 2006.

0

5

10

15

20

25

Japa

nBe

lgiu

mR

ussi

aFr

ance

Spai

nSw

eden

Slov

enia U

KG

erm

any

Finl

and

Net

herla

nds

Pola

nd Italy

Den

mar

kH

unga

ryN

orwa

ySw

itzer

land

Irela

ndAu

stral

iaSo

uth

Afric

aC

anad

aIc

elan

dU

.S.

Kore

aC

hile

Mex

ico

Braz

ilAr

gent

ina

Indi

a

Global Entrepreneurship Monitor (GEM) Countries (2002)

Perc

enta

ge o

f 18

to 6

4 ye

ars o

ld

Female Male

R&D expenditure in relation to GDP, 2003

Source: OECD MSTI 2005

0,0% 0,5% 1,0% 1,5% 2,0% 2,5% 3,0% 3,5% 4,0% 4,5% 5,0%

Denmark

Finland

France

Germany

Japan

Korea

Netherlands

Norway

Sweden

Switzerland

United Kingdom

United States

Belgium

Canada

Ireland

New Zealand

Spain

Industry Higher education Government

Abandoning the linear model

From research needs to innovation system bottlenecks

Actors

Instruments

Single Multiple

Multiple

Single

Innovation Systems

RTDI Programmes

From evaluations as events to evaluations as

learning processes

Time

Innovation System Analysis = hypothesis

Programme execution

Programme Management

Evaluations produce data by which corrections of the innovation system analysis and programme plans continuously are made

”Timing matters”

ISA

Monitoring/Evaluation

High-tech venture capital as a percentage of total venture capital investment, 2000-2003

Source: OECD, Science Technology and Industry Scoreboard, 2005

0

20

40

60

80

100

Spa

in

Slo

vak

Rep

ublic

Por

tuga

l

Net

herla

nds

Aus

tral

ia (

2)

Uni

ted

Kin

gdomIta

ly

Japa

n (2

)

EU

Fra

nce

Ger

man

y

Sw

eden

Kor

ea (

2)

Sw

itzer

land

Bel

gium

Fin

land

Gre

ece

Pol

and

Icel

and

(1)

Aus

tria

Hun

gary

Cze

ch R

epub

lic

Nor

way

New

Zea

land

(2)

OE

CD

Den

mar

k

Uni

ted

Sta

tes

Can

ada

Irel

and

%

Communications Information technology Health/biotechnology

(1) 2000-2002, (2) 1998-2001

Lack of seed funding

Science Developm. Launching Expansion Established technology

Public PrivateGap

Science Park agenda?

• Mainly incubation?

• Creation and growth in the Science Park?

• Serve firms created through the Science Park?

• Serve ”firms at large” in local environment?

• Test-bed/lab for developing programmes for incubation and skills upgrading?

SMEs & Skills Upgrading

• Lack of skilled labour has been the main constraint on business performance of European SME:s in the last two years (ENSR Enterprise Survey 2002)

• Increasing numbers of SME:s are in the process of outsourcing and off-shoring parts of their production activities.

• SME:s are bestowed with limited skills acquired through formal education as well as restricted planning capabilities managing the internationalisation process.

Contradictory incentives:

• Challenge for SME:s to both identify and capture the gains from skills upgrading.

&

• Challenge for Universities to address specific needs that are compatible with SME:s requirements

Bridging the supply of general training by universities and the demand for idiosyncratic skills on the part of

SME:s through specific programmes and more effective mobilisation of external professional service providers

Science Parks & Incubators can help match supply and demand in regard to skill upgrading

Boundary crossing

• Between the idea & firm creation

=> University based-knowledge & technology, building on the specialisation of the university while promoting linkages, bridging and connecting to stakeholders in firm creation

• Between the actors, firms & the wider network in which the actors are situated.

=> bridge the rise of complimentary skills

• Between the local environment and outer structures

=> National innovation systems

Science Park Jönköping

Business Lab

Objective: To support idea generation, product and business idea development for individuals, companies, and organizations

Area: Start up

A networking environment between the university and the corporate sector for idea generating activities and projects

Business Incubator

Objective:To support the commercialization and development of new businesses

Area: Development

Development through business developing services and projects

Business Growth

Objective:To support continuous growth and development of technology- and knowledge intensive companies

Area: Growth

Development through networking and clusters

Science Park Jönköping

Business Lab

Objective: To support idea generation, product and business idea development for individuals, companies, and organizations

Area: Start up

A networking environment between the university and the corporate sector for idea generating activities and projects

Business Incubator

Objective:To support the commercialization and development of new businesses

Area: Development

Development through business developing services and projects

Business Growth

Objective:To support continuous growth and development of technology- and knowledge intensive companies

Area: Growth

Development through networking and clusters

Science Park Jönköping

• Problem-based learning methodology

• Market oriented view on entrepreneurship

• An active interface between university, science park and firm population

• Endorse a customer/market oriented development process

•Students and researchers are encouraged to start up businesses during their studies.(=> direct marketing to 75% of university students => 170 unique business ideas => 60-70 start ups annually => survival rate app. 70%)

• Identify and strengthen emerging clusters

• Hands-on, professional, individualised training (non-linear)

• Business failures are accepted => learning experience

• Building climate of creative meeting-places