halkas12 institutions, innovation and economic renewal (10...
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HALKAS12 Institutions, Innovation and Economic Renewal (10 ECTS)
Markku Sotarauta
MDP in Administrative StudiesLocal and Regional Governance
MDP in Leadership for Change (LFC)
www.sotarauta.infoTwitter: @Sotarauta
Why is coffee a dangerous drink?
www.sotarauta.infoTwitter: @SotarautaCase Coffee
(Juma 2016)
Why• The story of coffee shows how
new innovations coevolve with institutions that they disrupt and recreate• Wherever the drink was
introduced, upheavals followed
Innovations• Roasting, grinding, brewing,
filtering and serving the beverage
• New manners and customs
Image credit: Wikipedia Commons
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From where to where From Ethiopia to the Middle East
• Ethiopiao Berries or leaves consumed,
addictive but refreshing
• Yemen qahva (early 15th century)o One of the earliest known instances
of coffee cultivationo From Yemeni monasteries to Islamic
capitals
• From Yemen to Mecca o Fears that coffee houses might
become platforms of fomentation against the authorities
Image credit: BBC
o All the coffee houses closed 1511o Universal ban against coffeeo Beans were legal, the drink noto To Cairo early 16th centuryo Constantinople in 1555, by 1570 600
coffee shops
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“…the coffeehouse served as a secular forum for conversation that drew people from all
social strata, and in this capacity it was a true cultural innovation…
None of the existing social venues at the time allowed for the breadth of social discourse
that occurred in the coffeehouses”(Juma 2016)
www.sotarauta.infoTwitter: @SotarautaFrom where to where From Ethiopia to the Middle East to India to Europe
• To Europe via India and Indonesiao Dutch East India Companyo Greeted with negative social
responses, mostly inspired by local interests to protect wine, beer, ales, and other beverages
o Traders and consumers ignored bishops and priests arguing against coffee
o In Marseilles (1671) winemakers and doctors’ alliance to weaken the consumption of coffee
Image credit: AzQuotes
• Pope eased the process• Coffee subject to taxes, efforts to
monopolize it, black markets
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Trivia with a message(Juma 2016)
Café au lait was invented in France in the 1700s, representing a compromise between
milk producers and coffee.
Dialogue and compromise within a society with respect to technological innovations
remains crucial.
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First at Oxford University (17th century)Critics: coffee degraded academic discourse
The introduction of tea at home for the creation of new social institutions aimed at strengthening family ties. • a response to the culture of taverns that kept
drinking men from home
“the decay of study, and consequently of learning due to coffeehouses …
to which most scholars retire and spend much of the day in hearing and speaking of
news, [and] in speaking vily of their superiors.”
(Anthony Wood)
Women’s petition against coffee:“men spend their money, all for a little
base, black, thick, nasty, bitter, stinking, nauseous puddle-water.”
Coffee consumption should be prohibited for people under the age of 60 - beer and
other spirits be consumed instead.
England
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“It [coffee] has been the world’s most radical drink in that its function has been
to make people think. And when the people began to think, they became dangerous to tyrants and to foes
of liberty of thought and action.”(William H. Ukers 2015)
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Lessons according to Juma
1) Only after inventions have impacts on the economy and/or social life their implication becomes visible (time)
2) Opponents and supporters of new products tend not to reveal the true socioeconomic roots of their position (self-interests)
3) The balance between benefits and risks (for whom and how)
4) The use of demonization and false analogies to amplify the perception of risks (truth?)
5) Noneconomic factors play a key role in triggering tensions over new products (social learning)
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“Time and time again policymakers are taken by surprise when technological (or systemic)
controversies emerge. Yet they are horribly predictable”
(Calesteous Juma)
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Housekeeping
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Learning outcomes• knowledge-based theories and development models
• the dynamics and challenges of institutional change related to economic development (of cities and regions)
• insights in the complex interaction between innovation, technology, institutions and economic development (of cities and regions)
• How institutions governing economic development change, and how institutional entrepreneurs work to change them
• Dominant theories and development models, as well as the emerging ones (analytical but not normative [in policy worlds, used normatively])
• What do we think and speak, when studying economic development of cities and regions
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HALKAA14
HALKAS12
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When• On Mondays from 14:15 to 15:45 • From January 13 to late April
o The last part is based on independent learning
• NB! No class Feb 3 (Markku in a meeting),
Feb. 24 (period break)
Where• Päät A2a
Reading1) A book
• Sotarauta, M. (2016) Leadership and the City: Power, Strategy and Networks in the Making of Knowledge Cities. Routledge; Abingdon, Oxon
• Available at the TAU Library (hard and e-copies)
2) Eight and half journal articles • Available: www.sotarauta.info
Ø TeachingØ Halkas12
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Grading
Literature review based on the lectures and articles
o 60 % of the grade
Home exam based on the book and video lectures
o 40% of the grade
My thinking• Articles (8*0,5 = 4 ECTS)• The book (3 ECTS)• Video lectures (1 ECTS)• Lectures and discussions (2 ECTS)
• BUT, of course, all or nothing
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Home exam1) A number of short questions (the book and video lectures)
2) An open essay (the book, video lectures and other material)o students are asked to select a specific city or region of their own choice
and then relate its economic renewal to a number of more specific issues that have been taken up in the book and other material
Will be handed out March 30, deadline is April 9
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• Everybody will write a literature review drawing on the journal articles (in English)
• Dead-line for submitting literature reviews is April 30
• Literature reviews will be sent to [email protected] in pdf-format
• The required minimum length of a literature review is 3000 words (appr. 7-8 pages)
• What is a literature review and how to write a good one – check the website
Start early – start today
A literature review • shows your reader that you have read the
articles and have a good grasp of them• reports your view of the articles• is an overview of the subject, issue or
theory under consideration• discusses similarities and differences
across the articles
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Themes and concepts
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“Explaining the growth and change of regions and cities is one of the great challenges for social science.
Cities or regions, like any other geographical scale of the economic system, have complex economic
development processes that are shaped by an almost infinite range of forces.
There is a thorny question as to what social science should aim to do in the face of such complexity.”
(Storper 2011)
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Based on an
ongoing and
past research
Theory
CasesPolicy / practice
ThinkingThe process of considering or
reasoning about something
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Core questions of urban and regional studies(Storper 2013)
• Why do some regions grow while the others decline?
• What differentiates regions that are able to sustain growth from those that are not?
• Why are some regions more productive and/or innovative than others?
• What are the principal regularities in urban and regional growth?
• What are the events and processes that affect development pathways?
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Path development
Economic renewal and institutions as discussed in HALKAS12
Institutions
Structure Agency
Place leadership
Institutional entrepreneurship
Innovation (eco)system
Agglomeration economies,
cluster
Knowledge production and utilisation Strategy
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Book
Articles
Class
Videos
Territorial knowledge dynamics (dynamics of the game)
Path development(time)
Innovation (eco)system / cluster(knowledge structures)
Institution (rules of the game, playground)
Institutional entrepreneurship (transformative players)
Strategy (way of playing the game)
Leadership (transformative, mobilizing and pooling force)
www.sotarauta.infoTwitter: @Sotarauta
Book
Articles
Class
Videos
Territorial knowledge dynamics (dynamics of the game)
Path development(time)
Innovation (eco)system / cluster(knowledge structures)
Institution (rules of the game, playground)
Institutional entrepreneurship (transformative players)
Strategy (way of playing the game)
Leadership (transformative, mobilizing and pooling force)
www.sotarauta.infoTwitter: @Sotarauta
Book
Articles
Class
Videos
Territorial knowledge dynamics (dynamics of the game)
Path development(time)
Innovation (eco)system / cluster(knowledge structures)
Institution (rules of the game, playground)
Institutional entrepreneurship (transformative players)
Strategy (way of playing the game)
Leadership (transformative, mobilizing and pooling force)
www.sotarauta.infoTwitter: @Sotarauta
Book
Articles
Class
VideosPath development
(time)
Innovation (eco)system / cluster(knowledge structures)
Institutional entrepreneurship (transformative players)
Territorial knowledge dynamics (dynamics of the game)
Institution (rules of the game, playground)
Strategy (way of playing the game)
Leadership (transformative, mobilizing and pooling force)
www.sotarauta.infoTwitter: @Sotarauta
Book
Articles
Class
VideosPath development
(time)
Innovation (eco)system / cluster(knowledge structures)
Institutional entrepreneurship (transformative players)
Territorial knowledge dynamics (dynamics of the game)
Institution (rules of the game, playground)
Strategy (way of playing the game)
Leadership (transformative, mobilizing and pooling force)
www.sotarauta.infoTwitter: @Sotarauta
Book
Articles
Class
VideosPath development
(time)
Innovation (eco)system / cluster(knowledge structures)
Institutional entrepreneurship (transformative players)
Territorial knowledge dynamics (dynamics of the game)
Institution (rules of the game, playground)
Strategy (way of playing the game)
Leadership (transformative, mobilizing and pooling force)
Writing,learning(and 10 ects)
www.sotarauta.infoTwitter: @Sotarauta
Articles
Edler, J & Fagerberg, J. 2017. Innovation Policy: What, Why & How. Oxford Review of Economic Policy, 33(1) 2-23
Engel, J.S. 2015. Global Clusters of Innovation: Lessons from Silicon Valley. California management review 57(2) AND Video: Animated timeline of Silicon Valley (3:52)
Morgan, K. 2017. Nurturing novelty: Regional innovation policy in the age of smart specialisation. Environment and Planning C: Politics and Space, 35(4) 569–583
Kurikka, H., Kolehmainen, J. & Sotarauta, M. 2018. Constructing Regional Resilience in a Knowledge Economy Crisis: TheCase of the Nokia-led ICT Industry. In Benneworth, P. (ed.) Universities and Regional Economic Development: Engaging withthe Periphery. Routledge; Abingdon, Oxon.
Asheim, B. Boschma, R. & Cooke, P. 2011. Constructing Regional Advantage: Platform Policies Based on Related Variety and Differentiated Knowledge Bases, Regional Studies, 45:7, 893-904
Dawley, S. 2014. Creating New Paths? Offshore Wind, Policy Activism, and Peripheral Region Development. Economic Geography, 90(1) 91-112
Hu, X. & Hassink, R. 2017. Place Leadership with Chinese Characteristics? A Case Study of the Zaozhuang Coal-mining Region in Transition. Regional Studies, 51(2)
Benneworth et al. 2016. Strategic agency and institutional change: Investigating the role of universities in regional innovation systems. Regional Studies, 51(2)
Kinossian, N. 2019. Agents of change in peripheral regions. Baltic Worlds 2019, vol. XII:2
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• Knowledge-based development of cities
• Governance and influence networks• Power and influence• Leadership• Strategy
• Munich, Barcelona, Leeds, Tampere, Helsinki, Seinäjoki
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Controversies often arise from tensions between the need to innovate and the pressure to maintain
continuity, social order, and stability(Juma 2016)
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Development = the process of economic and social transformation that is based on complex cultural and environmental factors and their interactions
o Something is getting bettero Value-based concept
To start with
Renewal = the replacement or repair of something
o the state of being made new, fresh, or strong again
“The quickest way to find out who your enemies are is to try doing something new”
(Calesteous Juma)