tci2013 transnational innovation networks - what role for cluster organizations?

Transnational innovation networks – what role for cluster organizations? Emily Wise

Academic Summit: Transnational cluster collaboration

4 September 2013

Transnational Innovation Networks – what role for cluster organizations?

TCI Annual Conference4 September 2013, KoldingEmily Wise, RPI, Lund University and VINNOVA

Outline of the presentation• Quick review of theoretical concepts• The StarDust case – approach and findings• Managerial and cluster policy implications• Discussion

Theoretical Building BlocksInnovation,

collaboration and the role of intermediaries

Globalization trends and transnational

innovation networks

Public policy and international innovation

processes

Cluster organization orother innovation intermediary

Company

Research actor

How do cluster organizations foster international innovation processes?

Collaborative linkages

International collaborative linkages

Analyzing support needs and support functions

Innovation Actors’ Support Needs Innovation Intermediaries’ Support FunctionsSensing- understanding foreign markets/systems and

needs/opportunities there- accessing complementary knowledge,

expertise, or infrastructure in foreign locations

Intelligence and innovation initiation

- Providing access to unique market information

- Providing access to benchmarking

- Providing access to external knowledge sources (e.g. individuals or centres with specific skills/expertise, customer insights)

- Providing access to external technology (e.g. patented R&D)

- Providing access to external infrastructure (e.g. physical or virtual laboratories, demonstration or test facilities)

Mobilizing- marshaling globally-dispersed knowledge

around a shared problem or opportunity- engaging actors in collaborative activities or

joint projects

Network composition and knowledge transformation- Providing access to new international contacts/

cooperation partners- Providing access to new markets- Building a common identity and stronger

international visibility Operationalizing- establishing common practices and operational

business models- accessing needed investments in order to

implement common activities

Innovation process management and commercialization- Facilitating access to funding for joint research

and innovation activities- Influencing government and policy

Author’s elaboration drawing from Doz et al. 2001, Howells 2006 and Batterink 2010

Embedded units within the StarDust case

The StarDust project

Active for Life (well-being and health)• Culminatum

Innovation Oy, FI• Aalborg University,

Dept of Health Science and Technology, DK

• BioCon Valley GmbH, DE

• Community Building Consultants, LT

• New Tools for Health, SE

Clean Water(cleantech and future energy)• Lahti

Development Company, FI

• Kaunas University of Technology, LT

• Sustainable Sweden Southeast, SE

• Institute of Oceanology of Polish Academy of Science, PL

Comfort in Living (living spaces for ageing population)• IDC West Sweden,

SE• Art Academy of

Latvia, LV• Business

Cooperation Center of Southern Lithuania, LT

• Faculty of Wood Technology, Poznan University of Life Science, PL

MarChain(future transport)• Klaipeda Science

and Technology Park, LT

• WTSH, DE• Maritime Academy

Gdynia, PL• Tallinn University of

Technology, EE• Latvian Logistics

Association, LV• Turku University, FI• SP Technical

Research Institute of Sweden, SE

Mobile Vikings(digital business and services)• Mobile Heights,

SE• Cluster 55, DK/SE• Hermia

Competence Cluster for Ubiquitous Computing, FI

• Visorial Information Technology, LT

• Latvian ICT Cluster, LV

Five embedded transnational innovation networks

The research approachQualitative research methods:• Structured interviews• Digital survey• Participant observationThree research phases:1. Baseline measurement

• Research nodes and cluster/intermediary organizations

• Firms and research organizations working with an cluster/intermediary organization

2. Follow-up structured/semi-structured interviews with sample of survey respondents

3. Follow-up measurement (second round of structured interviews with research nodes and cluster/intermediary organization

Cluster organization orother innovation intermediary

Company (>250 employees)

Company (<250 employees)

Research actor

Innovation node is research milieu

Overlapping Process of Data Collection and Analysis

Interviews with innovation nodes (of which 14 function as innovation

intermediaries)

Phase 1: Initial interviews and survey

Survey of innovation actors

• What strategic importance of internationalization of innovation processes?

• What knowledge sourcing and innovation collaboration patterns?

• Which support functions provided, and which viewed as most useful by different innovation actor groups?

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Follow-up interviews with selected innovation actors

Phase 2: Follow-up interviews

Follow-up interviews with innovation nodes

• Elaboration of reasons behind the prioritization of internationalization

• Elaboration on challenges/barriers to internationalization that are experienced

• Elaboration of support needs

• Discussion of trends in supporting international innovation processes

• Discussion of activities and services provided to innovation actors to support international innovation processes

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Research Organizations: Support Needs and Intermediary Support FunctionsCapability Gaps/Support Needs Functions of innovation intermediaries in

international innovation processesSensing - understanding foreign systems of

innovation and market environments- identifying and plugging-in to relevant

company contacts in international markets

Intelligence and innovation initiation- Providing access to external knowledge

sources (e.g. individuals or centres with specific skills/expertise, customer insights)


Mobilizing- Developing competencies for working

in international innovation projects- Setting up international innovation

projects that make use of specialized research capabilities (to solve a shared problem)

- Facilitating better international researcher mobility and collaboration with companies (in connection with innovation projects)

Network composition and knowledge transformation- Providing access to new international

contacts/ cooperation partners

Operationalizing

Innovation process management and commercialization

The darker the shading, the stronger the expressed support need

Lg/Med Companies: Support Needs and Intermediary Support Functions


Capability Gaps/Support Needs Functions of innovation intermediaries in international innovation processes

Sensing - identifying relevant partners (SMEs

particularly interesting) and opportunities for joint development activities/collaborative partnerships



- Providing access to benchmarking- Providing access to unique market

information

Mobilizing- being exposed to a broader

international network and new partners/opportunities (e.g. through innovation platforms/arenas where can be put in touch with a variety of relevant players)

- being profiled internationally as part of a broader context (e.g. a specialized node or eco-systems)

Network composition and knowledge transformation- Providing access to new international

contacts/ cooperation partners- Building a common identity and

stronger international visibility

Operationalizing

Innovation process management and commercialization

Small Companies: Support Needs and Intermediary Support Functions


Capability Gaps/Support Needs Functions of innovation intermediaries in international innovation processes

Sensing - providing opportunities to learn about

innovation systems in relevant foreign markets, and needs/opportunities there

- developing insights on how international innovation activities can strengthen own strategic idea

- developing capabilities for partnering international (e.g. mentorship or advisory support from experienced entrepreneurs)




- Providing access to benchmarking

Mobilizing- providing contextual legitimacy (and

branding) of actors’ areas of specialized expertise

- helping to open the “relevant doors” in foreign markets

- proactive networking and matchmaking with relevant players (tailored to own areas of expertise and potential growth)

Network composition and knowledge transformation- Providing access to new markets- Providing access to new international

contacts/ cooperation partners- Building a common identity and stronger

international visibility

Operationalizing- Attaining financing to enable

engagement in collaboration opportunities internationally

- Enabling access to partners who can invest both capital and expertise in the collaboration

Innovation process management and commercialization- Facilitating access to funding for joint

research and innovation activities

Cluster organizations and international innovation processes

It’s not just a local focus anymore...

How do cluster organizations support the internationalization of innovation processes?

• Information on external innovation systems (who is who, and ”rules of the game”)

• Support in communicating ’own unique offering’/value-added internationally (SMEs)

• Identification of new opportunities (e.g. partners, projects, financing)

• Access to new knowledge sources and collaboration partners

• ”Branded” as belonging to a broader context

• ”Stamps” of legitimacy/RIGHT entry points and proactive door opening to ’outside’ knowledge sources and partners)

• Financing or risk sharing arrangements (SMEs)

• Mentorship from experienced entrepreneurs (SMEs)

Role of ’cluster organization’:• Understand the companies’ particular field of

business – and stage of development – of their “client” companies and research organizations

• Provide a broader context and brand for the area of expertise

• Bridge public authorities and companies, companies and research actors

• Constantly scout for and ‘filter through’ relevant opportunities

• Proactively offer services that are tailored to specific needs of ‘cluster members’ in collaboration with other support actors (e.g. trade councils)

• Active facilitation and involvement of companies in practical activities as early as possible

Cluster actor needs:

So what?• Implications for cluster management

• Implications for cluster policy

Lessons for cluster management

1. Ensure Clear Strategic Direction and Commitment over Time

2. Facilitate Availability of Resources for Concrete Collaboration Activities

3. Support Strong (Core) Leadership and Active Dialogue/Anchoring

Implications for Cluster Policy

1. Establish Clear “Basic Entry Requirements” for International Cluster Partnerships

2. Offer Process Support as a Component of International Cluster Cooperation Programmes

3. Offer Flexible Financing Mechanisms to enable Operational Experimentation

Questions for DiscussionCluster organizations... A legitimate mandate to work with global linkages? What balance between facilitating local

collaboration and global linkages?

Cluster policy... How are cluster organizations perceived within my

system/instruments facilitating international innovation linkages?

Should systems/instruments be adjusted to leverage cluster organizations?