- •Executive Summary
- •Box K1.1. Why is innovation important?
- •Box K1.2. Incremental and radical innovation
- •Figure 1.1. Driving forces of innovation
- •Table 1.1. Innovation style at different stages of the firm
- •Table 1.2. Closed innovation versus open innovation principles
- •Table 1.3. The benefits of collaboration
- •Figure 1.2. Structure of the national innovation system
- •Box K1.3. Public-private partnerships for innovation
- •Table 1.4. Options for improving the functioning of an innovation system
- •Box K1.4. The public sector role as coordinator
- •Box K1.5. Innovation Agencies and Innovation Councils
- •Executive Summary
- •A. The importance of framework conditions
- •Box K2.1. Entrepreneurship as a driver of innovation
- •B. Local and regional dimensions
- •Box K2.2. Are local factors still relevant?
- •Box K2.3. Codified and tacit knowledge
- •C. The role of the business environment
- •Box C2.3. Good practices in company formation
- •Table 2.3. Basic principles in the organization and delivery of business services
- •Box K2.4. What is R&D and why it matters?
- •Table 2.4. Principles of designing tax incentives for R&D in firms
- •Figure 2.2. Eligibility of UK companies for R&D tax incentives
- •Table 2.5. Direct funding and tax incentives for R&D
- •Figure 2.3. Funding requirements lifecycle
- •Table 2.6. Taxonomy of types of support for early-stage companies
- •Executive Summary
- •A. Identifying industry-science linkages and the forms of public support
- •Figure 3.1. How the public and private sector can join forces in support of innovation
- •Table 3.1. Different categories and forms of industry-science relations
- •B. Supporting industry-science linkages at different stages of the innovation process
- •Table 3.2. Industry-science relations (ISR) and the institutional setting in public science
- •Table 3.3. Responsible Partnership Guidelines for Collaborative Research
- •Table 3.4. The types of technology that lead to spin-outs or established firm licenses
- •Executive Summary
- •A. Innovation support institutions and firms’ innovation activities
- •Table 4.1. Types of innovation support institutions
- •B. Business incubators
- •Box K4.1. What is a business incubator?
- •Box K4.2. Pre-incubation
- •Table 4.2. Performance evaluation: definition of key evaluation issues
- •Table 4.3. Performance evaluation: Definition of key performance evaluation indicators
- •C. Science and technology parks
- •Box K4.4. Different definitions of science parks
- •Table 4.5. Four science park models: Main features
- •Table 4.6. Profile of a typical North American university research park
- •D. Innovation clusters
- •Box K4.5. The main features of innovation clusters
- •Table 4.7. An illustrative framework for cluster monitoring, benchmarking and evaluation
Enhancing the Innovative Performance of Firms |
105 |
___________________________________________________________________________
In addition, when the effect of policy measures seeking to develop science and technology parks or to enhance their efficiency is to be evaluated, the list of possible indicators for performance evaluation can be expanded to include the following (all indicators can be taken both in absolute terms and in proportion to the allocated public funds):50
•Number of technical cooperation agreements between universities/R&D organizations and industry (within and outside the park);
•Number of commercial and manufacturing agreements between universities/R&D organizations and industry (within and outside the park);
•Number of long-term cooperation links including park tenants (within and outside the park); and
•Number of long-term alliances that include external members.
D. Innovation clusters
An innovation cluster is a system of close links between firms and their suppliers and clients, and knowledge institutions, resulting in the generation of innovation (see Box K4.4.). The cluster includes companies that both cooperate and compete among themselves. The links between firms are both vertical, through buying and selling chains, and horizontal, through having complementary products and services, and use similar specialised inputs, technologies or institutions, and other linkages. Most of these linkages involve social relationships or networks that produce benefits for the firms involved. Clusters become even more visible and attractive if they have strong linkages with related clusters in other regions and countries
Clusters are based on systemic relationships among firms. The relationships can be built on common or complementary products, production processes, core technologies, natural resource requirements, skill requirements, and/or distribution channels. However, clusters are much more than just business networks. Business networks are generally closed organizations, generating external economies for members by sharing costs of resources, expertise and information.
Cluster initiatives are organized efforts to increase the growth and competitiveness of clusters within a region, involving cluster firms, government and/or the research community. A cluster initiative involves:51
•Different member organizations (four main types of actors: private industry, public organizations, academia, and public-private, typically non-profit, organizations);
•The cluster organization with an office, cluster facilitator/manager, website etc.;
•Governance of the initiative (e.g. constellation of a board; facilitator, etc.); and
•Financing of the initiative (national/regional/local public funding, members’ fees, consulting, etc.).
50As one of the main targets of innovation policy is to enhance industry-science and industry-industry linkages, most of the specific policy-related performance evaluation indicators are of this nature.
51Sölvell, Örjan; Lindqvist, Göran and Ketels, Christian (2003), The Cluster Initiative Greenbook, Stockholm: Ivory Tower (www.cluster-research.org).