Jacques P. Bersier, Coordinator Farah Fawaz Sarah Chapatte

Jacques P. Bersier, CoordinatorFarah FawazSarah Chapatte

© 2013 Réseau plasturgie 2

Stakeholder – definition A person with an interest or concern in something, especially a business. [or] denoting a type of organization or system in which all the members or participants are seen as having an interest in its success.

Oxford Dictionaries

Endogenous stakeholderExogenous stakeholder


Table of contentsObjectives of the module

1 Why it is important for your cluster ?

2 What is it about?

3 Who should manage all this?

4 How do I manage these activities?

5 For your members only?

6 What are the risks?Debate – Your inputs and recommendations


Objectives of the modulea How important are relations inside and outside

the cluster

b How to manage networking

c What are the risks


1 Why is it important for you cluster? (1)

Foster the development of the cluster because networking is the essence of the cluster

Improve the cluster’s framework conditions

Add value brought by networking for the members Knowledge about members Marketing Business opportunities Cooperation opportunities ….


Why is it important for you cluster? (2)

Strong networking inside a cluster need at least: Some level of trust Some level of common identity Some type of structure facilitating meetings and

networking Some level of continuous traffic


Why is it important for you cluster? (3)

“The reason clusters are relevant for innovation is that when there is a critical mass in a location of a sector or industry, the different actors can support each other, and resources can be arranged and rearranged in flexible ways. But critical mass is not enough; the actors must be connected in various ways and there must be mobility of resources and skills, including technological spill-overs”.

Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012


2 What is it about?The cluster allows all the different actors to interact and to learn from each other.As reported by Michael Porter:« Clusters do more than make opportunities for innovation to be more visible. They also provide the capacity and the flexibility to act rapidly »


Endogenous stakeholders (1)

Diamond Model

INDUSTRY

STATE

ACADEMIA

ENDOGENOUS

EXOGENOUS

Firm strategy,Structure, and Revalry

Related and Supporting Industries

FactorConditions

Demandconditions

Chance

Government

Source:Professor Michael E. Porter



Triple helix model

INDUSTRIY INDUSTRY

Buyers and suppliersRelated industries, SMEs, Services

ACADEMIAUniversity

Research centerTech transfer offices, Technology parks

STATENational, regional and local authorities

Agencies



Actors on a Cluster Stage

INDUSTRIY

INDUSTRYBuyers and suppliers

Related industries, SMEs, Services

RESEARCH COMMUNITYUniversity


GOVERNMENTRegional authorities

Agencies

MEDIASpezialised media

INSTITUTIONS FOR COLLABORATIONFormal and informal networks

Trade associationsCluster organisations

FINANCIAL INSTITUTIONSBanks

Venture CapitalBusiness Angels

INDUSTRY

MEDIA

GOVERNMENTF

INA

NC

IAL

INS

TIT

UT

ION

SRE

SE

AR

CH

CO

MM

UN

ITY

Source:Dr Örjan Sölvell, Clusters, Balancing Evolutionary and Constructive Forces, Ivory Tower Building, Stockholm, Sweden, 2008

INDUSTRY

MEDIA

GOVERNMENT

INSTI-TUTIONS

COLLABO-RATION

FIN

AN

CIA

LIN

ST

ITU

TIO

NSR

ES

EA

RC

H

CO

MM

UN

ITY



Five types of actors in a cluster



RESEARCH ORGANISATIONSUniversity

Research instituteTech transfer offices, Technology parks

EDUCATION INSTITUTIONSPost-education Centers, Schools

PolytechnicsUniversities

CAPITAL PROVIDERSVenture Capital

Business Angels FirmsBanks

PUBLIC ORGANISATIONSGovernment (national – regional – local)

Public agencies


Cluster organisationplay the role of bridge builders


Endogenous stakeholders

AcademiaIndustry

State



ACADEMIAUniversity


STATENational, regional and local authorities

Agencies


Six principal targets of a cluster (1)

Source:Dr Örjan Sölvell, Dr Göran Lindqvist, Dr Christian Ketels, The Cluster Initiative Greenbook, Ivory Tower AB, Stockholm, 2003

Policy Action

Research and Networking

Innovation &Technology

Education and training

Cluster Growth

Commercial cooperations

Specific post-trainingprograms

Knowledge management

Technical training

Professional training

Trade fair participation

Equipment sharing

Intellectual property

Experts network

Company networks

Cooperation with other clusters

Cluster promotion

Company growth

Welcoming new enterprises

Spin-offs/ start up creation

Attract firms/ new partners

Structures formalization

Applied research projects

Technology watch

Access to research institutions

Access to competitive funding

Professional training

Economic policy

Lobbying


Cluster objectives* (2)

*Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012


High-priority shares by CI age group* (3)

*Source:Örjan Sölvell, Mats Williams, Building the Cluster Commons, An Evaluation of 12 Cluster Organisations in Sweden, 2005-2012, Ivory Tower Publishers, 2013 (Orange Book)


High-priority shares by CM size* (4)

*Source:Dr Christian Ketels, Dr Göran Lindqvist, Dr Örjan Sölvell, Strengthening Clusters and Competitiveness in Europe, The role of Clusters Organisations, The Cluster Observatory, 2012


Need to reshape the networkingGrowing number of (different) actors – endogenous and exogenous

Need for internationalization

Need for a multidimensional networking and communication


Important role of stakeholdersAcademia

Science, technology and knowledge transfer

Developing cutting edge technologies

Earth of innovation

StateFramework conditions for academia and industry

Financing

IndustryNeed to be more competitive


Networking model

CLUSTER MANAGEMENT CMBilateral relations with

endogenous or exogenous stakeholders

STAKEHOLDERSBilateral relations with other

stakeholders

STAKEHOLDER’S GROUPBilateral relations inside a same

group

CM

State

Media

IndustryAcademia

Finance


3 Who should manage all this?Cluster management should be in charge all the networking process – bridge builders*

Cluster’s steering committee

CEO from one of the core companies

Majority of the members from companies

Board must supply lots of energy to the cluster

Cluster manager

Networker – Driving force – Communicator - Management

Cluster’s collaborators



GT Innovaton & TechnologyGT Policy action

GT Research and networking

GT Education

GT Cluster expansion

GT Commercial cooperation

Who should manage all this?Working groups composed of stakeholder’s representatives and managed by an industrial partner

Source:Örjan Sölvell, Mats Williams, Building the Cluster Commons, An Evaluation of 12 Cluster Organisations in Sweden, 2005-2012, Ivory Tower Publishers, 2013 (Orange Book)


4 How do I manage these activities?Mission 1Cluster management with academia

inputs Knowledge of academic partners,

competencies,projects, equipments, success stories,

expectation toward the cluster...

Needs of academic partners toward cluster, state and industry

outputsNew training programs

Postgraduate jobsOngoing traineesKnowledge Atlas

…

State

Industry Academia


4 How do I manage these activities?Mission 1Cluster management with industry

inputs Knowledge of industrial partners,

competencies,products, equipments, success stories,

expectation toward the cluster…

Needs of industrial partners toward cluster, state and academia

outputsCollaborative projects

Competitive projectsInternationalization

…

State

IndustryAcademia


4 How do I manage these activities?Mission 1Cluster management with state

inputs Industrial and innovation policy,

expectation toward the cluster…

Needs of state partners toward cluster, industry and academia

outputsFinancing of Cluster Initiatives

Framework conditions for Academia and Industry

This relation can be strongly affected dependingon the original trigger of the Cluster Initiative (CI)

StateIndustry

Academia


4 How do I manage these activities?Mission 2Networking between Academia and Industry

inputs University produce cutting-edge knowledge

Academy offer specialized education programs and graduate students with skills

outputsAccess to a knowledge atlas

Formalized partnershipsProjects

MandatesSkilled peoplesPost-education

New training programs

State

IndustryAcademia


4 How do I manage these activities?Mission 2Networking between Industry and State

inputs Laws, rules, informations

Industrial needs

outputsHigh level of exchanges

Innovation policyIndustrial policy

Economic Observatory

State

IndustryAcademia


4 How do I manage these activities?Mission 2Networking between State and Academia

inputs Financing needs

Laws, reglements, informations

outputsHigh level of exchanges

Use of academic partnerson specific project

Help for economic promotion

State

IndustryAcademia


4 How do I manage these activities?Mission 3Networking inside each stakeholder group

Smal firms interact with large firms Domestic firms interact with

multinationals*« They use each other as buyers, as suppliers, as technology partners, as places to find trained staff, as sources of new ideas to imitate, or simply as an inspiration to aim higher and set more ambitious goals »



From an ideal cluster to a real oneCM organisations bridging the seven innovation gap


Good knowledge Dense networks Common « language » Similar norms and

attitudes Shared vision Hightrust Positive incentives

Poor knowledge Sparse networks Different « languages » Different norms and

attitudes Different visions Lowtrust Negative incentives

Weak obstacles→ Interaction

Strong obstacles→ gaps


Evaluation of Cluster InitiativesMeasuring effects from organized clusters on the base of six gaps


Degree of which cluster activities improve collaborations at the level of1. Firm-to-Firm2. Firm-to-Research and Firm-to-Education3. Firm-to-Capital4. Firm-to-Policy5. Firm-to-Cluster6. Firm-to-Global


5 For your members only? – No Cluster networking should be widely open to new future partners regarded as exogenous stakeholder Involve new partners

Create cluster collaborations Initiate transnational cooperation's Collaborate with media in order to attracts

create a brand and attract new members


6 What are the risks?Establish a prioritization according to the value added Priorities Choice of partners based on the cluster’s

strategy Try to have win-win situations IP protections


Priorities (1)

Cluster Manager’s Contact Patterns



Priorities (2)

Cluster Manager’s Contact Patterns



Priorities (3)

Correlation between objectives and contacts



Your inputs - discussionWhat has been missing?

What’s wrong?

What’s pertinent?

…

Thank you for your attention and participation


BibliographyCook P., Regional Knowledge Capabilities and Open Innovation: Regional Innovation Systems and Clusters in the Asymmetric Knowledge Economy, Chapter 4, p. 80-104

Cook P., Regionally asymmetric knowledge capabilities and open innovation Exploring “Globalisation 2”- A new model of industry organisation., p. 1128-1149

Fallah H., Technology Clusters and Innovation, Current Issues in Technology Management, Issue 4, Volume 9, 2005

Ketels C., Lindqvist G., Sölvell Ö., Strengthening Clusters and Competitiveness in Europe, The Role of Cluster Organisations, The Cluster Observatory, 2012

Kuah A.T.H., Cluster Theory and Practice: Advantages for the Small Business Locating in a Vibrant Cluster. Journal of Research in Marketing and Entrepreneurship, Volume Four, Issue 3, 2002, p. 211

Lüthje C. & Terstriep, J., DO CLUSTERS AS OPEN INNOVATION SYSTEMS ENHANCE FIRMS’ INNOVATION PERFORMANCE?, p.1

Porter M.E., Clusters and the New Economics of Competition, Harvard Business Review, 1998, p. 77-90

Porter M.E., Locations, Clusters and Company Strategy, Chapter 13, p. 254-274

Sölvell Ö., Lindqvist G., Ketels C. (2003), “The Cluster Initiative Greenbook”, Stockholm, p. 35-36

Sölvell Ö. (2008), “CLUSTERS Balancing Evolutionary and Constructive Forces”, Sweeden, p. 13-18

Sölvell Ö., Williams M., Building the Cluster Commons, An evaluation of 12 Cluster Organizations in Sweden, 2005-2012, Ivory Towers Publishers, 2013

Stokes D.E., “Pasteur’sQuadrant Basic Science and Technological Innovation”, Brookings Institution Press, Washington, D.C., 1997

Waxell, Anders and Malmberg, Anders (2007), What is global and what is local knowledge-generating interaction? The case of the biotech cluster in Uppsala, Sweden, Sweden, Entrepreneurship& Regional Development, 19:2, p. 137-159

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Jacques P. Bersier, Coordinator Farah Fawaz Sarah Chapatte