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Davit DarsavelidzePhd Student, Erasmus Mundus beneficiary
ATEI of Thessaloniki,
Greece Iv. Javakhishvili Tbilisi State University,
Georgia
Supervisor: Prof. Dr. Nicos Komninos
URENIO16 DECEMBER, 2009
Progress Research for PhD Degree in Economics
INNOVATION & CLUSTERSAS DRIVERS OF LOCALIZATION VS. GLOBALIZATION
Hellenic Republic
Loca
lizat
ion
vs. G
loba
lizat
ion
Innovation
PRESENTATION HIGHLIGHTSPRESENTATION HIGHLIGHTS
1. INNOVATION - drive of development (Literature review)
• Term of Innovation
• Triple Helix model of innovation
• Cluster and the diamond model of competition
• Innovation environment
2. TOURISM CLUSTER of Thessaloniki
• Short review of History & Cultural heritage
• Stakeholders – Presence, Attitudes & Networking
• Triple helix and Diamond model
• Intelligence - Tool to develop networking
3. Conclusions and recommendations
INNOVATION - DEFINITION INNOVATION - DEFINITION
“The commercially successful exploitation of new technologies, ideas or methods through the introduction of new products and
processes, or through the improvement of existing ones. Innovation is a result of interacting learning process that involves
often several actors from inside and outside the companies” (EC DG XIII, 1996)
Innovation is new use of combination of different existing &/or new knowledge to create or improve
(1)product, (2)production process or (2)organization
1. INNOVATION - drive of development (Literature review)1. INNOVATION - drive of development (Literature review)
TRIPLE HELIX MODEL of InnovationTRIPLE HELIX MODEL of Innovation
1. INNOVATION - drive of development (Literature review) 1. INNOVATION - drive of development (Literature review)
Government - Industry - Academia(Etzkowitz 2000)
Growth of Community Involvement
To sustain development To rise input of all stakeholders To share responsibility for outcome To develop strong social capital
+ Community
Triple Helix model
CLUSTERS THEORY & DIAMOND MODEL OF COMPETITIONCLUSTERS THEORY & DIAMOND MODEL OF COMPETITION
1. INNOVATION - drive of development (Literature review) 1. INNOVATION - drive of development (Literature review)
Cluster “Geographic concentration of interconnected companies and institutions in particular field” brings competitive advantages
laid more in local Relations, Knowledge and Motivation hardly matched by distant rivals.
(Porter 1998)
INTELLIGENT ENVIRONMENT IN URBAN TERRITORIESINTELLIGENT ENVIRONMENT IN URBAN TERRITORIES
1. INNOVATION - drive of development (Literature review) 1. INNOVATION - drive of development (Literature review)
World Wide Web& Other Net Based Networking Means Communication
Technologies
Community Intelligence
IntelligentEnvironment
Information Management Tools
Institutional Intelligence
Re
al
Vir
tua
l
Real Innovation Environment
Environment to innovate Environment to innovate at a high scale With at a high scale With
advanced IT technologies and competenciesadvanced IT technologies and competenciesDeveloping virtual world Developing virtual world
to link the gap between space and timeto link the gap between space and time
INTELLIGENT ENVIRONMENTINTELLIGENT ENVIRONMENT
1. INNOVATION - drive of development (Literature review) 1. INNOVATION - drive of development (Literature review)
Intelligent Cities
Brings togetherskills, institutions & virtual spaces of cooperation
sustaining creation of new knowledge (researchresearch),
monitoring knowledge flows (intelligenceintelligence), disseminating existing knowledge (technology transfer)technology transfer),
applying knowledge (innovationinnovation) developing new activities based on knowledge (incubationincubation)
and managing knowledge remotely (e-governmente-government) (Komninos 2002, 2008, 2009).
2. TOURISM CLUSTER OF THESSALONIKI2. TOURISM CLUSTER OF THESSALONIKI
Highlights:
Short Review of History &
Cultural Heritage
Triple Helix & Stakeholders -
Presence, Attitudes &
Networking
Diamond Model of
Competition
Intelligence - Tool of
Innovation & Networking
SOURCE OF THE RESEARCH & SWOT OF ATTITUDESSOURCE OF THE RESEARCH & SWOT OF ATTITUDES
• Main sources of information:
– Field work - Interviews with
local tourism stakeholders
– Official statistics
– Promotional materials
– Scientific literature
• SWOT analysis of networking
on a Cartesian coordinate system
2. TOURISM CLUSTER of Thessaloniki 2. TOURISM CLUSTER of Thessaloniki
Hellenic dominance Influence of Other Cultures
Alexander the great 336–323 BC
City foundation 315 BC
168 BC Romans power
Byzantine culture 379
1204 Latin Empire
Byzantine culture 1246
1423 Venetian Republic
1430 Ottoman Rule
Independence - Balkan Wars 1912
1941 Nazi Germany occupation
Hellenic republic 1944
SOME LANDMARKS OF THE HISTORY OF THESSALONIKI SOME LANDMARKS OF THE HISTORY OF THESSALONIKI
2 (1). Short review of History & Cultural heritage2 (1). Short review of History & Cultural heritage
CULTURAL SITES OF THESSALONIKICULTURAL SITES OF THESSALONIKI
• Arch of Galerius - 298-299 AD
• Rotunda - 306 AD
• Roman Forum
• Church of St. Demetrius - 4th Century
• Church of Agia Sophia - 8th Century
• White Tower - 16th century
• Number of archeological sites
2 (1). Short review of History & Cultural heritage2 (1). Short review of History & Cultural heritage
BEAUTY & SPIRITS NEIGHBORING THE CITY BEAUTY & SPIRITS NEIGHBORING THE CITY
•Pella -The residence of Alexander the great
•Naoussa - School of Aristotle
•Mount Olympus - Inspiration of Greek Mythology
•Mount Athos - "The Garden of the Virgin Mary“
•Meteora - monasteries built on the top of the cliffs
2 (1). Short review of History & Cultural heritage 2 (1). Short review of History & Cultural heritage
CITY FESTIVALSCITY FESTIVALS
• Thessaloniki International Film Festival– Film Festival– Thessaloniki Documentary Festival– Video Dance Festival– Other national festivals
• The Dimitria festival, after city's patron - St. Demetrius
(music, theatrical performances, dances, exhibitions and other)
• International Festival of Photography
• Jazz Festival
• Cultural Capital of Europe, 1997
2 (1). Short review of History & Cultural heritage 2 (1). Short review of History & Cultural heritage
2 (2). Stakeholders – Presence, attitudes & Networking2 (2). Stakeholders – Presence, attitudes & Networking
STAKEHOLDERS & OTHER DOTS OF TOURISM CLUSTERSTAKEHOLDERS & OTHER DOTS OF TOURISM CLUSTER
ACADEMIAACADEMIA
Alexander Technological Educational Institute (ATEI) of Thessaloniki
The Organization of Tourism Education and Training
- Second Tourism educator in Central Macedonia
- Institute of vocational training- Secondary and post secondary
education- School for tour guides - Carrier office- Member of international
organizations
- Main tourism educator institute in Central Macedonia- Strongest tertiary education
institute in the region- Undergraduate studies /Bachelors, Masters degree/ - Host of international students
exchange programs - Member of international
organizations- Main academic researcher in the
field of tourism
Department of Tourism Management
1983
1937
2 (2). Triple Helix – Presence, attitudes & Networking2 (2). Triple Helix – Presence, attitudes & Networking
2 (2). Triple Helix – Presence, attitudes & Networking2 (2). Triple Helix – Presence, attitudes & Networking
INDUSTRY - PRIVATE SECTORINDUSTRY - PRIVATE SECTOR
- Mainly for summer season
- Cultural product is additional
- insufficient usage of local
international events
LOCAL TOURISTIC PRODUCT
Presence of all main stakeholder
Large number of SMEsEasy to start / operate business
STRONG POINTS
Lack of leadership
Poor standards of servicesPoor use of Information Technologies
Weak Networking
Need for Tourism informationLittle market research
Shortage of resources
No Joint effort in productivity GrowthLow innovation capacity
Little need of outsourcing
WEAK POINTS
All essential Infrastructure in place
2. TOURISM CLUSTER of Thessaloniki - SWOT of Attitudes2. TOURISM CLUSTER of Thessaloniki - SWOT of Attitudes
ATTITUDES – INTERNAL FACTORS OF DEVELOPMENTATTITUDES – INTERNAL FACTORS OF DEVELOPMENT
2 (2). Triple helix– Presence, attitudes & Networking2 (2). Triple helix– Presence, attitudes & Networking
GOVERNMENTGOVERNMENT
Main focus - preservation of heritage & centralized promotion policy
• Weakness in
• Offer of local touristic product & services
• Support programs to develop regional culture-based product
• Leadership - little trust of local stakeholders
• Needs of improvement
• Quality of tourism promotion infrastructure
• Tourism Information centers
• Web space/ portal linking all available touristic resources
• Prints, publishing & etc.
• Standards and marks of excellence
• Tourism education
• Linkage of Industry and Academia to development policy
2. TOURISM CLUSTER of Thessaloniki – SWOT of Attitudes2. TOURISM CLUSTER of Thessaloniki – SWOT of Attitudes
ATTITUDES – GOVERNMENT SERVICESATTITUDES – GOVERNMENT SERVICES
2 (2). Triple helix – Presence, attitudes & Networking2 (2). Triple helix – Presence, attitudes & Networking
COMMUNITYCOMMUNITY
•Tourist friendly
− Supportive to tourists
− Good host
− Smile and foreign language
− Tourist itself /high local demand on touristic products/
• Tourist friendly Skills and knowledge
• Little participation in tourism development policy
• Need for Raising awareness of tourist needs
TOURISM CLUSTER IN THESSALONIKITOURISM CLUSTER IN THESSALONIKI
2(3). Diamond Model of Competition2(3). Diamond Model of Competition
Firm Strategy Structure & Rivalry• Big number of tourism SMEs
- Strong rivalry among them for local customers (strong personal relations, Price reduction)
-Little innovation capacity and need to grow productivity -Little resources and strength of competitiveness • Law market trend watch and outsourcing capacity•Few strong locally operating tourism companies
- Promoting locality as a destination, (partners abroad) -Rivalry with strong tourism companies abroad
Relating & Supporting Industries• Availability of all means of transportation •High traffic and bad parking system•Well developed food infrastructure•Fairly developed shopping places•International trade fair of Thessaloniki•All necessary tourist friendly services in place (communication, financial, medical, safety, etc.)
Demand conditions• High demand of European countries - Seaside resorts (Main fish) - Cultural-based tourism (additional)• Law demand on local international events •High local demand - Greek style of life •Central Macedonia – 2007 - 5th among Greek regions in hosting tourists - 7, 15 million tourists served - 60,423 bed-places in use and Occupancy 52,6 %
Factor Condition • Local resources - Huge Historical & Cultural heritage
(Religion, Philosophy, Mythology)-Fascinating environment• Festivals and celebrations•Tourist friendly population•Fair condition of infrastructure for hosting visitors•Need for upgrade of education system
Government • Focus on protection of national heritage •Centralized policy of promotion localities•Few support tools to grow productivity and innovation •Need of improvement of tourism info centers•Necessity of active involvement of all stakeholders in decision making process and promotion of regional opportunities
Diamond •Weak cooperation of similar businesses •Weak cooperation among industry, academia & government•No merge of the companies•High demand for promotion of the place & its tourism products •Lack of support tools for developing networking and leadership •Need for common strategy and continuity in promotion•Rise of awareness of local population
ChanceCrises of world economy – Time -To develop networking -To create common culture-based tourism strategy-To develop tourism product-To prepare for common promotion campaign
2(3). Diamond Model of Competition2(3). Diamond Model of Competition
SOME FIGURES ON DEMAND CONDITIONSOME FIGURES ON DEMAND CONDITION
Nights spent at hotels, similar establishments and camping in Central Makedonia in 2007
Nights spent at hotels, similar establishments and camping by Region in 2007 (mln.)
Foreigners first arriving in Central Macedonia Classified by means of transport in 2007
2. TOURISM CLUSTER of Thessaloniki – SWOT of Attitudes2. TOURISM CLUSTER of Thessaloniki – SWOT of Attitudes
ATTITUDES – NETWORKING - DIAMONDATTITUDES – NETWORKING - DIAMOND
2(4). Intelligence – Tool of Innovation & Networking2(4). Intelligence – Tool of Innovation & Networking
WEB-INTELLIGENCE – NETWORKING OPPORTUNITIESWEB-INTELLIGENCE – NETWORKING OPPORTUNITIES
Academy
Government
Community
IndustryOffer -Tourist Product
services
Promotion Campaign
Cultural Heritage
Visitor/Company
Customer
WEB PORTAL - Business Assistance & benefitWEB PORTAL - Business Assistance & benefit
2(4). Intelligence – Tool of Innovation & Networking2(4). Intelligence – Tool of Innovation & Networking
Industry Academia
Technology watch and R&D
Success stories
Networking opportunities
Watch & participation in a strategic planning
Opportunities of training/
consultancy
IMTs
CommunityGovernment
Access to spec. tourism info.
Technology watch and R&D
Watch & participation in
strategic planning
Networking opportunities
Offer of training/ consultancy
Career office
Opportunities to support
tourism development
Participation of stakeholders in
strategic planning
Access to stakeholders needs
ConsultancySuccess stories
Transference of Policy
Watch/ participation
Tourism skills
Networking opportunities
Access to spec tourism info & stakeholders
Networking & stakeholders feedback on
strategic planning
IMTs development
STEPS TOWARDS NETWORKINGSTEPS TOWARDS NETWORKING•
Defin
ing
avai
labl
e to
urism
stak
ehol
ders
and
pote
ntial
lead
er o
f net
wor
king
pro
cess
3. Recommendations & Conclusions 3. Recommendations & Conclusions
•Ri
se o
f aw
aren
ess o
f the
stak
ehol
ders
to
netw
ork
and
acce
ptan
ce o
f the
lead
er•
Mar
ket r
esea
rch
done
by
com
mon
effo
rt
•De
velo
pmen
t of c
ity, r
egio
nal t
ouris
m
prod
ucts
•Pr
epar
ation
of c
omm
on to
urism
dev
elop
men
t
stra
tegy
•Jo
int p
rom
otion
of t
he to
urism
pro
duct
at
loca
l & in
tern
ation
al ta
rget
mar
kets
•Se
rvic
e de
liver
y w
atch
and
feed
back
anal
yses
•U
pdat
e of
the
stra
tegy
, m
arke
t wat
ch,
supp
ort o
f pro
duct
dev
elop
men
t and
prom
otion
Round table, a dialogue
Preparation of common strategy
Implementation and update of Strategy
CONCLUSIONsCONCLUSIONs
High Potential of Developing Strong Tourism Cluster
Low Networking Capacity of Stakeholders
Need for Leadership and Community Involvement
Necessity of Preparation of Common Development Strategy
Importance of use of IT Intelligence
3. Recommendations & Conclusions3. Recommendations & Conclusions
ACKNOWLEDGEMENTSACKNOWLEDGEMENTS
I’d like to thank:
• The Erasmus Mundus Program
• ATEI of Thessaloniki ; Iv. Javakhishvili Tbilisi State
University & Aristotle University of Thessaloniki
• Dr. Nicos Komninos, Dr. Ioannis Karamanidis, Dr. Fotis
Kilipiris, Dr. Simon Gelashvili, Dr. Spyros Avdimiotis.
• And all who assisted me during the research on this thesis
Thank you for your attention Thank you for your attention
THESSALONIKI THESSALONIKI
Davit DarsavelidzeContact information:E-mail: darsavelidze@gmail.comTEL: +30 699 909 52 50 (Thessaloniki)
+995 99 43 88 97 (Tbilisi)
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