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Titel presentatie[Naam, organisatienaam]
Working Day - Track: Academic TrackCollaborative Learning
Monique RosoAssociate researcher USE / Institutions
Regional governance and leadership: 3 Dutch cases
Regional governance and leadership: 3 Dutch cases
Monique Roso
November 10, 2016
associate researcher USE / Institutions
Utrecht School of Economics
3
Utrecht School of Economics
4
Research team
Prof. dr. Erik Stam – Utrecht University
Prof. dr. Georges Romme – Eindhoven University of Technology
Monique Roso, MSc – Utrecht University
Dr. Jan Peter van den Toren – Birch Consultants
Bas van der Starre MSc – Birch Consultants
Utrecht School of Economics
5
Entrepreneurial ecosystem
Utrecht School of Economics
Stam & Spigel 2016
6
Regional economic comparison
Utrecht School of Economics
Brainport Twente Amsterdam Metropolitan Area
GDP growth, 2011-2014 (annual growth)
1.224% -0.003% 1.73%
Active labour force (N, 2014) 370,000 298,000 1,265,000Higher educated active labour force (% of total, 2014)
35.2% 30.1% 41.6%
Business dynamics, 2011-2015 (annual growth of N businesses)
2.4% 2.2% 3.42%
Gazelles (N, 2014) 15 10 69Gazelles (rate) 0.99 0.92 1.13R&D expenditure (% of GDP) 7.86% 1.05% 1.14%Innovation expenditure (% of GDP)
8.94% 1.73% 1.67%
7
8
Governance model Twente: silos
Utrecht School of Economics
Kennispark Twente
HEIs
governments
TwenteRegion
governments
TwenteBoard
triple helix
(formerStrategyBoard)
Topteam
triple helix
(redevelop-ment
Twente Airport)
Techno-logie-kring
SMEsin
high tech
Ambitions: entrepreneurship, economic recovery, structural change
9
10
Governance model Brainport: beehive
Utrecht School of Economics
BrainportIndustries(OEMs andsuppliers)
Ambitions:international competitivenessand resilience
11
12
Governance model Amsterdam Area: flocks
Utrecht School of Economics
communities(innovation, business)
governments(City Region)
HEIs(AAA)
13
Some conclusions
• different types of networks for regional governance, built upon different institutional fundamentals (history, culture, routines, financial resources). No one-size-fits-all model
• leadership: sometimes lacking, when present it is connective (mayors, communities) - and it pays off
• need to balance between (bottom-up) self-organization and top-down leadership.
• identify change agents
• collective strategies promote collaboration
Utrecht School of Economics
14
Further research
• extensive knowledge on business networks
• extensive knowledge on policy networks
• execution of triple helix collaboration (academia - business - government)
• knowledge on processes of multiple helix strategic networks ?
• knowledge on effectiveness of multiple helix helix regional strategic networks?
Utrecht School of Economics