ALMA MATER STUDIORUM – UNIVERSITA’ di BOLOGNA SEDE di FORLI'F A C O L T A' d i E C O N O M I AMBNanoMicro13
SUSTAINABLE REFURBISHMENT, RETROFIT, ENERGY MANAGEMENT IN HOUSING
The organizations of territorial Governance in Science and Development.
Massimo Bianchi [email protected]
M.Bianchi References ( Theory )• From national particularisms to European Public Administration through rediscovery of local systems:
Makroökonomische Materialien of the Institut für Wirtschaftswissenschaftenwe , University of Salzburg, Salzburg ,n.3 April 1999
• Cross border public centres of support and technical assistance for small business development, Economic Research, Faculty of Economics And Turism, Pula 1999
• Efficacy and efficency of Multi Campus Model in the Organisation of big Universities Some lessons from the development of University Seats in Romagna Millennium III Quarterly, Black Sea University Foundation, n° 67, Bucharest, Romania 2001.
• Lessons for diversity management from Development Projects in Balkan Countries .Comunicazione al Convegno “The Balkans in the global space “ Joanina – Grecia 11-14 Settembre 2000. VII Conferenza di Portoroze, Dnevi slovenske uprave. Portoroz 2000. Ljubliana University, November 2000
• Products and services tracking in excellence management, 7th World Congress for Total Quality Management, Vol. I, Sinergie Cueim 25-27 June 2002, pp. 317-331
• "The municipalities' services for the development and support of small and medium enterprises".Working Papers des Institut für Wirtschaftswissenschaften der Universität Salzburg 17-20 april 2002, n° 9 ( http.//www.sbg.ac.at/wiw/scherrer/).
• Managerial and evaluation problems in development projects of transition countries. ,International Symposium on Learning Management and Technology Development in the Information and Internet Age. The convergent paths of Public and Private Organizations. Bologna 21-22 Novembre 2002, Economia Aziendale 2000WEB, n. 1, 2004, www.ea2000.it
• Trust impact in the renewal of management systems :Theoretical problems and empirical evidences for boundary maintaining. Submitted to Economic Research, Publishing forecast on December 2004.
• 2009 ( With L.Tampieri, J.Tesic, J.O.Imoniana) Comparing the role of managerial control in micro family business start up in Bosnia Erezegovina, Brazil and Italy , Corporate Ownership and Control, Vol. 7, issue 2, Winter , ISSN 1727_9232 pp. 224-237, ( pp. 18, par. 665, ch. 43706 )
• 2010 – • 2010 Networking approach for the development of European major river basins. The case of Low Volga.
UIB Revue ISSN 1990 -5580 pp. 6 , par. 3039 ch. 29542• 2012 ( With J.Sligoriceniene, A.Kaklauskas,D.Strelmikienè) Multiple criteria decision support system for the
assessment of energy generation technologies considering the dimension of values, International Journal of Strategic Property Management , V.16,n° 4, Dec. 2012,Routledge, ISSN1648-715 X
The good environment for advanced enterprises
The effectiveness of various forms of science and technology (S&T) capacity-building initiatives, including technopoles, incubators, and high-technology industry clusters has been proven in developed and developing countries alike ( UN Network of Technology Parks and Incubation Schemes )
Technoparks are believed to promote economic growth and generate value by enhancing the ability of its tenants —high technology firms — to survive and grow in a very competitive environment. Nevertheless, there is conflicting evidence regarding the actual effectiveness of technoparks. As regards Kazakhstan, it differs from developed countries in that most of its R&D activities are carried out by public organizations rather than businesses. No noticeable shift towards firm-based R&D occurred during the 1990s. This fact reflects that Kazakh techno parks do not really act as vehicles for the commercialization of new technologies. ( Slavo Radosevic and Marat Myrzakhmet about Kazakhstan Techno Parks )
STP Italian Trend
Some empirical applications
TYPE EXAMPLE WEB SITES COUNTRY Industrial Park Green Park http://www.greenpark.co.uk UK Technological Pole
Polo Tecnologico di Pordenone
http://www.polo.pn.it Italia
Scientific Park PST “Luigi Dainelli”
http://www.friulinnovazione.it Network Italy-India
Tecnological Park
Parco Tecnologico Padano
http://www.tecnoparco.org Italy
Virtual Park Virtual Knoledge Park
http://vkp.leeds.ac.uk UK
Science City Sophia Antipolis http://www.sophia-antipolis.org
France
Different genders
• Research park ( Basic research )• Science park ( Applied research )• Technology Park ( The simple applied product and
services prevails on research and science )• Tecnopolo ( Network of research centers )• Innovation Centre ( Promotional center of innivaton )• Business incubator ( to create and support the start
up of entreprises )• Commercial park ( To sold products and services )• Virtual park ( To manage the information and links of
associated organizations
SEP is a complex organization among academic institutions, national laboratories, industrial organizations, and/or other public/private entities to
create new and meaningful knowledge of significant benefit to society (National Science Fundation
The SEP definition still accepted is “an organisation managed by specialised professionals, whose main aim is to increase the wealth of its community by promoting the culture of innovation and the competitiveness of its associated businesses and knowledge-based
institutions ” (IASP)..
These definitions didn’t give us and idea about the real motivations of this kind of organization :
A structure or a process ?
A recovering of existing and previous experiences or a new perspective beyond the present situation ?
A result of a local peculiar history or an objective of a methodology ?
In Parks management two main structures are involved : Informal organization based on establishing and make visible links among business
organizations and the Formal one connected to the functioning of an official institution.
In Project Management Action ( and process flow ) prevails to establishment
Main elements of Local Embeddedness ( E.R.Model )
High NetworkInterconnections
Clusters andDiffusion ofsettlments
Balance among Sectors
Universities and Research
centers
Local Government Support and SMEs
Services
Local Culture Cultural Heritage
Self Identity
SMEsDiffusion
Emilia Romagna
Model
From structure to action in different local systemsEuropean Model Transition Countries Project development action
1. S.M.E. Diffusion 2.1. Poor diffusion of S.M.E. and opportunist entrepreneurship
Collaboration and education of entrepreneurs
2. Sturdy link of economic activities with the local culture
2.2. Scarce awareness of historic and environmental values. No critic acceptance of western models of competitive and exploiting economy.
Creation of a cultural enterprise devoted to the organization of cultural events and of the recovering of cultural heritage.
3. Support of local municipalities in the development of territory and entrepreneurship
2.3. No interest of local municipalities to territorial development and a strong orientation to welfare as assistenzialism to people without any attempt to evolve in active life.
1.2. E-government interventions to implement Governance tools and project evaluation in Local Municipalities for the creation of Entrepreneurial Services and so called “one stop” business shop in connection with Local Development Agencies (LEDA)
4. University seats spreaded in the territory
Few centralized Universities that are not at all diffused in the territory
1.1. Support action to local Universities for the development and improvement of curricula studiorum and LLL oriented to entrepreneurial and managerial development. Establishment of a practice community with Long Distance Workshop of simulated enterprises.
5. High network interconnections
Territorial data warehouse practically not existent and many problems with web
Project and carrying out of a Information Territorial System.
6. Settlements and industrial areas diffused in the territory with an particular attention to ecology
Last years has been devoted to the exploitation of the environment without any consideration for cultural heritage and eco-balance.
Delivering of tools of territory analysis and programming of urban development that enable investors and public powers to find settlement places outside archeological areas.
ASTER’S ORGANISATIONAL STRUCTURE
BOARD OF DIRECTORSBOARD OF DIRECTORS PRESIDENTPRESIDENT TECHNICAL SCIENTIFIC TECHNICAL SCIENTIFIC COMMITTEECOMMITTEE
DirectorDirectorHUMAN RESOURCES HUMAN RESOURCES AND PROFESSIONAL AND PROFESSIONAL
GUIDANCEGUIDANCE
ADMINISTRATION ADMINISTRATION
STAFFSTAFFCOMMUNICATIONCOMMUNICATION
TECHNICAL ASSISTANCE TO TECHNICAL ASSISTANCE TO THE REGIONAL GOVERNMENT, THE REGIONAL GOVERNMENT,
ANALYSIS AND ANALYSIS AND MONITORINGMONITORING
NETWORK SERVICESNETWORK SERVICES PROJECT MANAGEMENT,PROJECT MANAGEMENT, DEVELOPMENT AND DEVELOPMENT AND
PROMOTIONPROMOTION
GENERAL MEMBERS MEETINGGENERAL MEMBERS MEETING
A Matrix Organization Deputy Director
Development and Int.Coop.Department
Legal and General Department
SME Support Department
Legal Support
Financial Support
SME Statistics and Analisis
Innovations and Inventions Research
Info Service
Intern.Cooperation
Republic.Network
Education
Promotion and P.R.
Publishing
Research center
Village tourism agency
Business tour
Education center
Spin off center
Cultural, scientific and business park
Show roomBusiness Incubator
Meeting center
Local culture
Local enterprise
Museum
Laboratory for distance support
UniversityHotels and restaurants
Hunting
The Basic Network of an Integrated Science Park
Different Business Dimensions• Performance hardly ever comes from
standard service. Custom your product, get right directions
• TARGETED DOSSIER• SITE SELECTIONS• ON SITE MEETINGS
• Key players:– Investors– Specialised Medias– Professionals
But also …
Parks`
Key Stakeholders
Other Stakeholders
GGOOVVEERRNNMMEENNTT OOFF TTHHEE RREEPPUUBBLLIICC OOFF MMAACCEEDDOONNIIAA
((AAGGEENNCCYY FFOORR EENNTTRREEPPRREENNEEUURRSSHHIIPP
PPRROOMMOOTTIIOONN)) IITTAALLIIAANN
AASSSSOOTTIIAATTIIOONN OOFF SSMMEEss
UUNNIIVVEERRSSIITTYY OOFF BBOOLLOOGGNNAA
INDIPENDENT UNIONS OF
ENTERPRISES
ENTREPRENEUR-SHIP
DEVELOPMENT FUNDS
MICRO CREDIT FINANCIAL
INSTITUTIONS
CHAMBER OF COMMERCE
STATE BUREAU OF LABOUR
MARKET
AGENCY FOR FOREIGN
INVESTMENT
SUPPORT GROUPS
BUSINESS ALIANCE
MMUUNNIICCIIPPAALLIITTYY OOFF PPRRIILLEEPP
UUNNIIVVEERRSSIITTYY ‘‘SSTT.. KKLLIIMMEENNTT
OOHHRRIIDDSSKKII’’ BBIITTOOLLAA
SSMMEE SSEECCTTOORR
TTHHEE SSCCIIEENNCCEE PPAARRKK
Positioning correctly STP strategy on the Chessboard ( M.Penza )
World economy is slowly shifting from Globalisation to what I call “Polarisation”
Rising economies of Far East and Near Est, emerging CSI as well as Latin America will soon find their place on the world chessboard ( BRICS )
Identify S.E.P. competitive advantage:
Market
International Logistic Hub
Commodities
Cost of qualified Manpower
Cost of Land
Targets•Services to grant
•Needs to satisfy
Resources•Human
•Professional
•Financial
•Economical
•Managerial
•Knowledge
PROCESSING RESULTS
The Territorial Develpoment as an Organizational Process
RESULTS
TARGETS
RESOURCES
EFFICACY= Results /
Targets
EFFICIENCY=
Results / Resources
?ADEQUACY =
Resources / Targets
THE QUALITY LEVEL
Local Development Agency
PARAMETERS INDEXES
Objective
Resource
Result
EFFICACY
EFFICIENC
Y
ADEQUACY
Parametri2 Scientific and Business Park
PARAMETERS INDEXES Organizational Function
Target Resource Result ( Outcome )
EFFICACY EFFICIENCY ADEQUACY
Visitors reception
N° of visitors ( Schedule
d )
Square meters of premises Headcount
( Staff )
N° of visitors (
Effective )
N° effectice visitors / scheduled n° of visitors
N° of visitors ( staff headcount ( Or quaremeters of premises )
How many resources (
Staff or premises ) have been
offered for each visitor.
Business center
N° of business meetings
or participan
ts to (
Scheduled )
Reception capablity in
business center
N° of business
meetings or participants
to ( Effective )
Business agency
Scheduled new
iniziative start up ( or n° of
initiatives survived
after three years )
n° ore di apertura al Pubblico
dell'Ufficio
Effective new
iniziative start up ( or
n° of initiatives survived
after three years )
Research center
Sch. N° of new ideas
submitted for
enrolment
Staff head count
n. of research projects
Eff. N° of new ideas submitted
for enrolment
General Meeting
Board of Advisors
Board of Directors General Manager
Administrative and Legal Advisor
Chief Executive Officer
Business Services New Business Promotion Administrative Sector
Unit A Unit B Area Area Office Office
STRATEGIC STRUCTUREctrlstrges1
Missions :
Targets Definition
Reasources Allocation
Fulfill Results
OPERATIVE STRUCTURE
Mission :
Strategic Control
Mana-gerial
Control
Ad
EzEc
Gov
erna
nce
Str
uctu
re
Exe
cuti
ve
Str
uctu
re
Targets Resources
Results
EFFICACY EFFICIENCY
ADEQUACY
How to connect strategic obiectives to operative ones ?
Subjective Objective
Maintenance Improvement Maintenance Improvement
Evaluation method Measuring method
SME Development Agency( Governance level )
Subjective Objective
Maintenance Improvement Maintenance Improvement
The image of A Park Autoritative and influential
The coordination with external stakeholders
Number and amount of funded projects
N° of innovative research plans on SMEs development and perspectives
Evaluation method Measuring method
Board of directors report
Stakeholders commettee
Comparison of n and global amount with the previous year one.
New research plans created and n of scientific partners involved in projects.
SME Development Agency(Managerial level )
Subjective Objective
Maintenance Improvement Maintenance Improvement
The coordination among SEP sectors and units
The information of board of directors
Staff costs Introduction of an incentive system connected to effectiveness of individual results
Evaluation method Measuring method
Board of directors report
Comparison with previous year staff costs.
Start un of incentive system within the year
SME Development Agency( Operative Units – New Entrepreneur Business Counter
)Subjective Objective
Maintenance Improvement Maintenance Improvement
The professional level of staff devoted to Business Counter
The quality of service\
Number and amount of funded projects
N° of innovative research plans on SMEs development and perspectives
Evaluation method Measuring method
Board of directors report
Stakeholders commettee
Comparison of n and global amount with the previous year one.
New research plans created and n of scientific partners involved in projects.
The three levels of co-ordination
• By negotiation ( Governance )• By program ( Management )• By standardization ( Operative
Units )
Cluster and Networking.
Not an enterprise by project but a project for enterprise
The basis of networking
• What is the starting point of push strategies ?– The financial support. – The entrepreneurial leadership.– The committment
Push approach
Pull approach
Push and pull approach sto business creation
• PUSH– Professional training– Financial support and
facilities– To realize an
economic dimension
• PULL– The committment– The fulfillment of
committment and learning process
– The making of a stabilized structure of links with customers and suppliers
Bologna, Italy (FACTS)
• Bologna is one of the richest Italian Cities, well known for its SME’s Clusters, automatic machinery, quality food, and strategic position towards Europe and Mediterranean area
Bologna, Italy (IMAGE)
• Spaghetti alla bolognese
• Mortadella “Ballooni”• __________• NOTE: “Spaghetti alla Bolognese” doesn’t
even exists. Though, you will find it written all over the world’s Italian Menus
…and place correctly on the Chess Board
( m.Penza ) DEFINING SEP COMPETITIVE ADVANTAGE…
-Market size
-Finance
-Logistic
- Cost of Key factors
-Oil & Energy
-Commodities
-Quality of environment