Presentation on theme: "Structure and strategy for regional learning and innovation Professor Jørgen Amdam Volda University College 2012 1."— Presentation transcript:
Structure and strategy for regional learning and innovation Professor Jørgen Amdam Volda University College 2012 1
Jørgen Amdam Professor of regional planning and development Volda University College +3000 students Education for the public sector and mass communication Volda – 8000 inh. – higher education for over 100 years. 2
11 Industries Research and Education Public activity Trippel Helix Scandinavian Model
12 Industry Public Activity Sivil Society Research and Education
13 The civil society and business and industrial development The successful regions have a rich organisational life, the inhabitants take responsibility, there is good and open communication between key social actors, the political organisations and institutions enjoy popular support and they work for their region locally, regionally, nationally and internationally and in relation to sectors and organisations Egalitarian "independence culture” Regions that function poorly are characterised by "hierarchy" and "power centralisation", i.e. elites and routines have been established that are more concerned with controlling and restricting initiatives. The "third sector" (the civil society) is poorly developed and there is poor communication and co-operation between political bodies, market institutions and the "third sector”. A "wage earner culture" with class conflicts
14 Business Challenges Internationalisation Market concentration Changes in patterns - from production to production-oriented services Market organisation of public activities Competition between regions The communicative society Recruitment of leaders and specialists New demands on regional communities as “total communities
15 LINEAR INNOVATION Research Engineering Production Research EngineeringProduction DYNAMIC INNOVATION Market
18 Design – profit 50% Equipment – profit 20% Ship building – profit 2% Ship building Møre and Romsdal
1= svært viktig, 2= viktig, 3=Ikkje viktig 1= very important, 2= important 3= = Institusjon Gjennomsnitt for bedriftene Kundar1,8 Leverandørar1,9 INU-FSF2,0 Andre bedrifter i same bransje 2,1 Lokal bank2,1 S og F fylke2,4 Innovasjon Norge2,4 FoU-miljø andre stader i landet R 2,4 NHO2,5 Høgskulen i Sogn og Fjordane E 2,7 Kommunen bedrifta er lokalisert 2,7 Vestlandsforsking R2,7 Konsulentar2,8 Næringsutviklingsse lskap i kommunen 2,8 Næringshagar2,8 FoU-miljø i utlandet2,8 Fjord Invest2,9 Norges Forskningsråd 2,9 SIVA2,9 Næringsparkar3,0 Kunnskapsparken i Sogn og Fjordane 3,0 Partners in innovation (INU- bedriftene)
20 Regional business and industry and challenges of knowledge Regions with a positive development have high internal powers of change, a high degree of open flow of knowledge between actors and a long tradition of growth (Nilsson 1998), often such that growth in some industries compensates for decline in others. The growth of new know- ledge and competence comes in the form of self- development in existing businesses and environ- ments, the transfer of knowledge between industries and companies, a high rate of establishing new companies based on knowledge and through the recruitment of young, well-qualified people.
21 Public competence activity and its connection with significance for innovations in regional business and industry Do university and research environments result in the establishment of companies and the development of business and industry? Is education and research activity important for regional social and industrial development? Is investment in special programmes the solution for building innovative competence in business and industry? Is the sector organisation in the public sector an obstacle to regional innovation?
R&E and Industry Cooperation Education – 90 % of regional students work related BA-studies is at work in the region 3 year after exams. Practice in Industries Projects – 50 % Public founding – VRI –Marine – animation +++ Networks 22
23 Ålesund Knowledge Park OFFSHORE SIMULATOR CENTER Norwegian Maritime Competence Center Rolls-Royce Regional Companies
29 NGO R&E Network Challenges Is it possible to have common networks, or Specific networks related to activities and responsibilities? Who can be major stakeholders and why? Agencies, Public act. Local Communities INDUSTRY
30 Dialogue, trust and partnership ‑ strategies for the development of regional competence Knowledge Relational Mobilisation
31 Strategies: Production of knowledge that is related to the region itself, to the business and industrial situation in the area - increase knowledge capital The capture and sieving of external knowledge that can help to increase the capability to meet new challenges and to implement changes - increase relational capital The linking of internal knowledge production and the grasping of knowledge externally into joint learning processes which further the development of the region as a special area - mobilise
32 This requires of regional public and private actors: Acceptance of long ‑ term development structures and strategies, and binding co- operation to achieve change and improve quality Acceptance of an active involvement that aims to change the working methods of each individual actor, and the working methods of co-operating actors, in order to establish a total system that functions better.
Tilbaketrekking Fragmentering Lokalt valt utvikling og omstilling
34 Challenges to be met in regional development Integrated national strategy to co-ordinate among other things educational, industrial and labour market policy is necessary. Domain defences have to be dismantled, and innovation is needed that leads to the release of resources. The centralised building of institutions leads to systems failure, that can only be repaired through local institutions and initiatives, and active learning processes at all levels. This requires an active development programme led and initiated from the bottom upwards and a more integrated national allocation system.
35 What stimulates and prevents regionally initiated development Entrepreneurs - collective and private key individuals Networks and arenas External threats High local mobility of relevant knowledge and information Local identity
36 Proactive work involves systematic differential treatment in order to reach concrete goals
37 “Total” integration, is characterised by Cornett in Bengs (2002) The development of specific geographically defined systems of production such as industrial districts, clusters of industries, or systems of innovation. A system of urban networks defined according to specific functional links. The availability of a relevant regional infrastructure linking the analysed areas together. Last but not least, the intensity of intra-regional flows relative to outside flows can be considered the “conditio sine non quo” when we talk of a spatially integrated area.
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