Cluster research in Norwegian regions Dr. Anne Katrine Normann Research Council of Norway TCI Conference Delhi

Department for Regional R&D

NORWAY -4.8 million people -385,199 km2 -GDP: $ 450 billions Constitutional monarchy with a parliamentary system -19 administrative regions (counties) -430 municipalities -Relatively equal living conditions -Decentralised settlement pattern

Programme for Regional R&D and Innovation VRI Finnmark VRI Hordaland VRI Møre og Romsdal VRI Rogaland VRI Agder VRI Hedmark/Oppland VRI Vestfold VRI Østfold VRI Sogn og Fjordane VRI Trøndelag VRI Nordland VRI Troms VRI Telemark VRI Buskerud VRI Oslo/Akershus 15 regional projects Prioritised areas Food Maritime Marine Culture Tourism Energy More info:

Each region  Interaction  instruments  Innovation research Business Regional partners R&D

Programme for Regional R&D and Innovation VRI Finnmark VRI Hordaland VRI Møre og Romsdal VRI Rogaland VRI Agder VRI Hedmark/Oppland VRI Vestfold VRI Østfold VRI Sogn og Fjordane VRI Trøndelag VRI Nordland VRI Troms VRI Telemark VRI Buskerud VRI Oslo/Akershus

Case: The Norwegian Water Cluster  20 firms in Vestfold county, 100 km SW of Oslo  Largest concentration of water treatment technology industry in Norway  Many new firms established during the last 10 years  Small- and medium sized, non-hierarchical  500 workplaces  Highly educated staff – technical engineering dominated culture  Knowledge intensive  Total turnover 200 million USD  Customers: cruise ships, sewer plants, construction firms, relief organisations  Network formally established in 2007

The Norwegian Water Cluster  Significant growth potential of clean water industry  Main challenge of cluster companies: To improve the innovative capacity and to win larger and more challenging customer projects  Companies saw the benefits of becoming an innovative cluster  Started out with a «clusterish» name – long before it actually was a cluster  Then began the process towards becoming a cluster  Creating relationships and trust is essential for clustering

Norwegian Water Cluster  Academic interest: Can networks be developed through planned intervention from the outside?  Can researchers contribute?  Social scientists engaged as process leaders  From slow start to being much in demand – now function as gate openers

Choosing method  The industrial context must be considered  Small, busy, non-hierarchical, dominated by highly educated engineers  Strong collaborative processes between managers and employees already exist  Most participants are strangers to each other  They are also short of time to spend on such processes!  The process should  Contribute to building relationships and trust  Be strictly structured  Be swift and efficient – ½ day at the most!

Network IGP method Individual, Group and Plenary reflections  Combination of individual and collective reflection  Cross-organisation groups 3-6 members  Initiate collaboration by low-risk activities  Sharing safe information  Value of face-to-face contact  Given problem  Individual reflection  Facilitate group reflection – talking rounds  Short presentations in plenary

Cluster / Group activities  Cluster meetings  Team meetings  ManTek – recruitment and competence development  Internationalisation – marketing and R&D  Product innovation  Board meetings  Study trips  Preparation R&D projects  Active web-site

Phases in developing the network  2007-I: Mapping and mobilising stakeholders  2007-II: Plenary dialogues and inter-organisation relationship building  2008-I: Team establishment, team-based dialogues, learning and joint action  Two teams established  2008-II: Interaction between team level and inter- organisation level

Results after one year  Frequency of contact increased by 30 per cent  Perception of closeness up 29 per cent  Increased know-who competence  18 firms wanted to share personnel and knowledge with other cluster firms  Joint campaign for recruiting personnel  Joint exhibition stand  Customer cooperation  Several joint technology development projects, also among competitors

More recent results  Innovation in terms of new products and work methods  8 preliminary collaborative projects, of which two have been initiated by researchers (micro-technology)  Several companies collaborate on R&D projects  Recruitment efforts  May 2010: Merged with another network of companies - Clean Water Norway – now 30 companies  High level of activities initiated by the companies  After 3,5 years the participants are dedicated to the development – high spirits!  Role of social scientists – persistent in use of process method – develop it further

References  Gausdal, A.H. and J.M. Hildrum, Developing learning networks through dialogue processes – the case of the Norwegian Water Cluster. NEON conference in Tromsø, Norway, November  Gausdal, A.H VRI Vestfold. Presentasjon til Programstyret  Gausdal, A.H Hvordan skape innovative nettverk? (How to create innovative networks?). Magma, oktober 2008  