Presentation on theme: "International Competitiveness Program From the Perspectives of Sectoral Innovation System and of Firm Value Chain Analyse Mahmut Kiper University-Industry."— Presentation transcript:
International Competitiveness Program From the Perspectives of Sectoral Innovation System and of Firm Value Chain Analyse Mahmut Kiper University-Industry Cooperation Centers Platform Advisory Board Member
Ministery of Economy Improvement of International Competitiveness Support Program Focus on: Project Aproach Clustering Aproach Coordination And Sectoral Analyse Firms Analyse Strategic Planning
Trends In Innovation Supports 1.Phase Innovation Supports: Supply Based, Individiual RTDI Project 2.Phase Innovation Supports: Aimed to create and/or develop a system and cluster based networks 3.Phase Innovation Supports: Aimed to strengthen and/or creation the ties and links between different actors or networks ( “UN-Economic and Social Council”, Sep. 2007)
Recent Trends on RTDI Cooperation -Open İnnovation, (Chesbrough 2003) -New “Mode 2” Approach (for creation of scientific knowledge) (Gibbons 1994) -Triple Helix for University-Industry- Government Linkage (Etzkowitz H. & Leydesdorff L., 1995) -Co-Creation (Prahalad&Ramaswarny 2004) -Networking like Clustering (Etzkowitz 2005)
Derivatives/ Some Tools Regional Innovation System/Strategy Sectoral Innovation System Clustering Internationalization Collective Research Technology Transfer Interfaces(Technoparks, TTO,Incubators, University-Industry Joint Research Centers Technology Platforms …...
Sectoral Innovation System Briefly can be defined as; Sector Definition+ Innovation System Definiton
Value Chain a chain of activities that a firm operating in a specific industry performs in order to deliver a valuable product or service for the market.productservicemarket The concept comes from business management and was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance (Wikipedia)Michael Porter
Technological Competence (Edge) Offering Innovative Product and/or Process With -R&D Activities -Cutting-Edge Technologies
Organizational Capacity (Wedge) Market Penetration with -Logictics -Networks etc.
Institutional Resources (Sledge) Enhancing Market Share With -Manufacturing Infrastructure -Capital Stock -Consumables -Quality Management -Human Resources etc.
Competence Trap Firms are suffering from -competence trap -core rigidity In order to show the firms to its problems not aware of yet reguired: -Independent evaluater who learn to forget
Co-evaluation Steps for Individual Partners a- Observation b- Trust Formation c- Passive Participation d- Active Participation e- Proactive in Taking Responsibility (Kiper Mahmut, “Dünyada ve Türkiye’de Üniversite-Sanayi İşbirliği”, TTGV, 2010)
Institutionalizing Phases for Actors a-Awareness Building b- Concensus Building c-Capacity Building d-Competence Building (Kiper Mahmut, “Dünyada ve Türkiye’de Üniversite-Sanayi İşbirliği”, TTGV, 2010)
Reccommendations To ensure to get maximum benefit from the URGEprogram: -Collaboration provider (or networking) organization should develop strategies for the survival of relationship between all participants after the project. -Consulting firms(or agencies) sector-specific analyzes should take into account the differences and status that are specific to each sector -Company should establishes the strategy for himself to have maximum benefit from external expert assessment and training program. -Program Owner, a driver for establishment of co-operation, design the evaluation system (s) and design 2nd. even 3rd phase of support module(s) for institutionalization of those networks
Your consent to our cookies if you continue to use this website.