INDIVIDUALS CLUSTERS ARE NEW FINDINGS FROM THE EUROPEAN CLUSTER MANAGEMENT AND CLUSTER PROGRAM BENCHMARKING UPDATED REPORT VOL. II 2012 CLUSTERS ARE INDIVIDUALSCOLOPHON AUTHORS:
Invaluable support was given by the country experts of the benchmarked clusters and cluster programs in this report.
the cluster management organization 16 1. 2. 2 SIZE OF CLUSTERS For the purpose of this project the size of clusters was measured in terms of numbers of cluster participants who are committed to the work of the cluster management organization.
or provides financial support to the cluster management on a regular basis (this may also include inkind contributions or staff working time);
SME2, Non-SME, R&d institutions, universities, training and education providers, financial intermediaries, consultants, governmental agencies and others.
if it has no more than 250 employees. 17 Figure 3: Size of the clusters (total number of committed cluster participants) AUSTRIA DENMARK FINLAND FRANCE GERMANY ICELAND NORWAY POLAND SPAIN SWEDEN 0 50 100 150 200
The conditions for successful work in terms of the spatial proximity of the cluster management organization to the members of the cluster are in these cases favorable.
Composition of clusters AUSTRIA 68%7%6%3%2%1%8%2%3%SME Universities Consultants Non-SME Training and education providers
funding to finance staff and other resources, such as office space and equipment (see Figure 6). Sources of public funding include project-based grant funding, institutional funding or service contracts.
and the effect of the work of the cluster management organization on business and R&d activities of SME.
when it comes to the impact of the work of the cluster management organization and the share of private funding of the cluster management organization (see Figure 14).
This was analyzed in detail for SME members by calculating a composite indicator for business-oriented services provided by the cluster management organization that was put in relation with the impact of the work of the cluster management organization on business activities of SME.
Figure 15 displays a correlation between the spectrum and intensity (in terms of frequency) of business-oriented services and the impact of the work of the cluster management organization on business activities of SME.
Participants in Total Geographical Concentration of the Cluster Participants TYPOLOGY, GOVERNANCE, COOPERATION Maturity of the Cluster Management Human resources Available for the Cluster Management Qualification of the Cluster Management Team
Life Long Learning Aspects for the Cluster Management Team Stability and Continuity of Human resources of the Cluster Management Team Stability of Cluster Participation Clarity of Roles Involvement of Stakeholders
GOVERNANCE, COOPERATION Maturity of the Cluster Management Human resources Available for the Cluster Management Qualification of the Cluster Management Team Life Long Learning Aspects for the Cluster Management Team
Stability and Continuity of Human resources of the Cluster Management Team Stability of Cluster Participation Clarity of Roles Involvement of Stakeholders in Decision making Processes Direct Personal Contacts Between the Cluster Management
and-not surprisingly-they also have a higher share of private financing than the research driven clusters. 3) There is a strong correlation between the age and the size of a cluster and the effect of the work of the cluster management organization on business and R&d
DEVELOPMENT OF HUMAN RESOURCES Participation in the development and implementation of vocational training or study courses together with external partners such as universities Training courses for cluster members Recruitment of staff on behalf of cluster members
AND NETWORKING WITH EXTERNAL PARTNERS/PROMOTION OF THE CLUSTER LOCATION Information material, website, press releases, publications Presentation of the cluster and its members on trade fairs or conferences Events/workshops to present the cluster Matchmaking/partnering events INTERNATIONALIZATION OF THE CLUSTER Presentation of the cluster
study tours Offices or other permanent representations abroad Cooperation with export promotion agencies Services for clusters members that are provided by the cluster
A group of experts of 24 European countries has evaluated their specific national or regional cluster program.
Government of Catalonia, Ministry of Enterprise and Labour, Directorate General for Industry, Observatory for Industrial Foresight 9 Foray, D.,David, P.,Hall, B. 2009.
while a few focus on the promotion of regional systems of innovation. The diverse set of overall objectives also reflects different types of cluster programs
and division of duties in order to create internationally competitive centres of expertise To increase the attraction of regional innovation environments in order to lure international companies, investments and leading experts to the region SHOK Strategic Centres for Science,
and long term support of economic growth and employment Zentrales Innovationsprogramm Mittelstand Netzwerkprojekte (ZIM NEMO) Development of innovation capacities and competitiveness of SME through the support of innovation networks HUNGARY Cluster Development
either setting up cluster management organizations from scratch or towards the promotion of particular industries that are driven already cluster to improve the global competitiveness of industry sectors that are relevant for the national economy.
if it is equipped not with sufficient resources, particular in terms of numbers and experience of staff. The cluster programs of the younger EU member countries mostly support both the establishment of new cluster management organizations and the further development of already existing matured cluster management organizations.
Program, Measure 5. 1 Support of the Development of supra-regional clusters, Polandoperational Program Development of Eastern Poland 2007-2013, Priority 1. 4 Promotion and cooperation
conditionsup to 50%eligible costsn. a. Max. 75%funding from the programmax. 50%funding from the programneed Analysis including training and joint consultancy for companiestrade Missionbuyers'Mission Employment
(two project staff for each collaboration organization for 3 years) Consultancy (optional after completion of joint 3 years) 100%grant funding for core programme,
All programs that fit into this category aim at the promotion of regional growth through the development of business-driven clusters that are internationally competitive.
The most typical concept used in defining a functional region is that of labour markets (OECD, 2002:
or regional policy context16 24 out of 32 experts assessed its relevance as important or very important in relation to the overall economic/industrial development strategy (see Figure 20).
and study trips Support through export promotion agencies or other offices abroad Cooperation with other funding initiatives CZECH REPUBLIC Cooperation-Clusters X X X X DENMARK Innovation Networks Denmark X X
Networks and Clusters as Instruments for the Initiation of International Business Cooperation 68 2. 3. 5 PROGRAM OWNERS TAKE OVER A MORE ACTIVE ROLE TOWARDS DEVELOPING INDIVIDUAL CLUSTERS The majority of the interviewed experts confirmed that individual
All program experts consider evaluations as useful tools to improve the governance of a program and its effectiveness and efficiency.
In this context many experts consider formative evaluations as more useful than ex-post evaluations as they provide relevant information in the course of the program implementation which can be used for real-time improvements of the program.
and the cluster management organizations as they receive more appreciation for their work. The figure below compares the importance of cluster programs in relation to the overall national and regional economic/industrial development strategy among those countries that have entered the EU before and after 2003.
and employment. 21 Many of the cluster programs that have started after 2007 are funded through ERDF
and staff funding of cluster management organizations. It is also about providing tailor-made technical assistance for cluster management organizations
which have an impact on the development of a cluster (e g. educational or labour policies). 2. Tailor-made assistance for clusters should have a high relevance in the program strategy.
when it comes to the effect of the work of cluster managements on international activities of SME.
The promotion of cluster management activities for internationalising the cluster should therefore take the specific framework conditions of industry sectors into account.
Being an expert for the development and implementation of public funding programs, he has been working with regional and economic development policy topics for more than twelve years.
tac@fi. dk LYSANN MÜLLER has been working as a consultant at the international technology cooperation and cluster policy department of VDI/VDE Innovation+Technik Gmbh in Berlin, Germany since 2005.
Being involved with European project management for ten years Lysann has grown her professional experience in national and European R&d policy and international technology transfer.
Unemployment also started to increase after 2007, when it was 4%and Luminita Nicolescu, Ciprian Nicolescu ISSN 2071-789x RECENT ISSUES IN ECONOMIC DEVELOPMENT Economics & Sociology, Vol. 5, No 2a,
as in the last years, hit by the economic crisis many SMES went from the medium to small size due to the decrease in the number of employees.
approaches 17.95%20.89%22.74%24.70%15.92%24.02%14.01%15.07%Information system 9. 68%13.74%10.84%17.06%13.77%15.92%10.24%10.29%Human resources N
and human resources can contribute to the improvement of the efficiency of the firm's activity.
Furthermore, highly innovative firms were found to place great emphasis on employee development training (Laforet and Tann, 2006, p. 366),
and this is also the case in some Romanian SMES that were found to have invested in training half of their employees (24%in 2010)( Nicolescu, Nicolescu and Nicolae, 2012).
The use and the integration of the new IT technologies in the current activities of SMES, ensures the development of communication, promotion, advertising,
such as new ways of working and of organizing activities differently within the company (human resources, marketing) ways that do not necessarily involve large investments,
Innovation in Ireland innovation is the creative process of exploiting new ideas 2008 Department of Enterprise, Trade & Employment Department of Enterprise, Trade & Employment23 Kildare Street, Dublin 2, Irelandtelephone:+
provide a framework in which we bring the skills of the future into today's workplace.
TD Dr Jimmy Devins, TDTÁNAISTE and Minister for Enterprise, Minister for Science, Trade and Employment Technology and Innovationdr Jimmy Devinsinnovation in Ireland 2008 Innovation in Ireland 2008
Partnership and Workplace Innovation 29 10 Competition and Better Regulation 31 Conclusion 33 Innovation in Ireland 2008 Innovation in Ireland 20081ireland is recognised internationally as a stable and progressive society
including the development of new or enhanced products and services and the introduction of new business models, new organisational structures or new work practices.
business innovation is often incremental and built on the day-to-day expertise of employees and their thorough knowledge of customers and competitors.
and Innovation at the Department of Enterprise, Trade and Employment and the Department of education and Science.
in 2006,15. 5 percent of Ireland's science and technology employees aged between 25 and 64 were born outside Ireland,
and dependants of these researchers to apply for work permits and, ultimately, permanent residency. The Government also provides funding for attracting researchers into Ireland through Science Foundation Ireland and the Programme for Research in Third-Level Institutions.
and it is expected to identify further measures that will entice leading foreign researchers to work in Ireland.
It also works with companies to raise their awareness of the importance of R&d in the sustainability of the enterprise,
It works closely with the research institutions to ensure that intellectual property arising from publicly funded research is protected
Better skilled and better educated employees are good for the economy as a whole and for the firms that employ them.
The agreement envisages a concerted effort by employees and employers to increase levels of workplace learning and upskilling.
Lifelong learning Education and training can no longer be seen as a phase that individuals go through before their career starts;
it must be integrated into career development, and continue throughout the working life. Adult and Further Education Programmes are targeted at providing second-chance education opportunities
and training designed for early school leavers and others who are disadvantaged educationally or lack basic skills.
The National Training Fund will provide opportunities for people already in employment to be given improved access to training,
Sean Haughey, TD, coordinates the lifelong learning agenda across both the Departments of Enterprise, Trade and Employment and Education and Science.
non formal, workplace and community settings, and is designed to ensure access, transfer and progression for learners.
National Skills Strategy to 2020 The Expert Group on Future Skills Needs report, Tomorrows Skills:
Upskilling 500,000 people in employment by at least one National Framework of Qualifications level; Increasing the participation rate in upper secondary education to 90 percent;
Improved career guidance for those in employment; Promoting the recognition of prior learning and accreditation for skills acquired outside the formal learning environment;
Government funding for upskilling those in employment has increased significantly in recent years, from €8 million in 2004 to €70 million in 2007.
which provides financial supports for training employees. It is focused particularly on the needs of people in low-skilled occupations.
Skillnets, which is led an enterprise support body dedicated to the promotion and facilitation of learning as a key element in sustaining Ireland's national competitiveness.
The provision of individual learning accounts funded jointly by the State, employers and employees; Improving arrangements for employee training leave;
Tax incentives; and Brokerage systems to help companies source appropriate training. Innovating through the Structural Fundsstructural funding,
and in particular, the European Social Fund (ESF), has presented always opportunities to pilot innovative approaches to upskilling, training and new employment areas.
provides a testing ground for new ways of integrating marginalised groups into the workplace and of upskilling those already in employment.
such as lawyers, licensing executives and tax experts conversant with the management of IP portfolios. Raising awareness The Patents Office is the public institution charged with implementing the national patents, trademarks, copyright and design regimes.
and it works closely with several County and City Enterprise Boards (CEBS) to raise awareness of IP issues among entrepreneurial start-up companies.
Court-appointed experts enable complex IP issues to be dealt with expeditiously. This flexible and innovative approach by the Commercial Court is consistent with Government policy of ensuring IP rights are respected fully
and least expected Services and Emerging Sectors Innovation in Ireland 2008 Innovation in Ireland 2008international financial services Financial services have become more important as a source of both wealth generation and employment in Ireland.
The skills profile of immigrant workers in many cases exceeds that of the resident population. They can make a material and positive impact on future social
supported by the European Social Fund and Skillnets, helps alleviate this through the promotion of entrepreneurship in ethnic minorities
Essentially, this has involved the Government working together with trade unions, business and employers, farming organisations and community and voluntary bodies to determine key aspects of economic and social policy.
National Workplace Strategy Social partnership fosters innovative activities and practices to ensure the continuing transformation of the workplace in Ireland.
a National Workplace Strategy is a blueprint by the National Centre for Partnership and Performance (NCPP) aiming to transform Irish workplaces.
The Strategy takes a coherent and integrated approach to workplace development and focuses on actions to stimulate workplace change and innovation, within a social partnership environment.
The key message of the National Workplace Strategy is that the quality of Irish workplaces is critical to Ireland's transition into an even more dynamic, highly skilled, innovative and knowledge-based economy.
In particular, the Strategy identifies the need for more organisational innovation and related improvements in workplace cultures to complement
and service ongoing innovation in products and processes. The future of work Partnership and Workplace Innovation Innovation in Ireland 2008 30 Workplace Innovation Fundthe Workplace Innovation Fund helps companies build a stronger commitment to workplace innovation.
It is administered by Enterprise Ireland in collaboration with the NCPP and has three main strands: A public awareness campaign:
The National Centre for Partnership and Performance aims to bring the concept and practice of workplace innovation to a wider national audience.
Support for capacity building: This aims to enhance the capacity of the social partners to build a stronger commitment to workplace innovation and change.
Promotion of innovation at enterprise level: This focuses on companies who are seeking to leverage workplace innovation to improve their competitiveness and productivity.
The Workplace Innovation Fund is a unique opportunity for SMES to receive financial support for projects seeking to develop partnership and participation within the workplace leading to productivity improvements, improved performance and employee well-being.
This positive approach to the management of innovative change through partnership builds on over twenty years of experience that will equip Irish workplaces to deal with future challenges.
Innovation in Ireland 200831 Competition fuels innovation The pressure to be competitive drives innovation across the range of business practice;
and, conversely, innovation is a key driver of competitive advantage. With greater competition in markets, companies need to draw on all their entrepreneurial and innovative skills to develop new products and services,
Government and union representatives, is driving implementation of these recommendations; this is focused on five areas: taxation, health and safety, environment statistics, employment and company law. 33 h Innovation in Ireland Summary 200833innovation in Ireland Conclusiontracking our Progressthroughout this document, we have identified the depth and breadth
of innovation activity taking place in Ireland, and have described the substantial progress that we have made in building capacity and in drawing out the latent imagination and creativity within The irish economy.
OECD figures for eleven OECD countries suggest for example that high-growth enterprises account for between only 2 and 8 per cent of all enterprises with 10 or more employees,
Many empirical studies have shown the aggregate relationships between entrepreneurship and SME activity and economic growth and job creation.
These growth and job creation effects happen through innovation as new firm creation and SME growth increase productivity and bring new
) There is also an important link between new and small firm activity and job creation, as new and small firms take up labour released by downsizing elsewhere in the economy and increase national and local competitiveness (Neumark et al.,
Stangler and Litan (2009) for example show that from 1980-2005 nearly all net job creation in the United states occurred in firms less than five years old,
This job creation function of entrepreneurship and SME development is of great relevance to the recovery from the global financial
and services and increasing efficiency but also for meeting the job creation challenge of high unemployment. In the short to medium term there is a real opportunity for governments to use policies for entrepreneurship
and SME innovation to meet productivity and job creation objectives at the same time. There is growing, if still insufficient
and entrepreneurship that have made them essential drivers of innovation, growth and employment creation. The major feature of the knowledge economy is increased the importance of knowledge as a factor of production.
This is what is seen now generally by economists to be the major factor behind the bulk of economic growth, the growth that is not due to additions to capital and labour stocks.
External ideas for innovation can come from many places from collaborations with universities and other firms or business angels, from labour mobility among firms and organisations and from informal social capital contacts.
The implementation of new organisational methods in firms'business practices, workplace organisation and external relations can have substantial impacts on firms'competitiveness
ENTREPRENEURSHIP AND INNOVATION OECD 2010 29 make a major difference, such as changes in product design or packaging, product placement, product promotion or pricing.
For example, it may involve SMES in tracking competitors'actions through electronic monitoring of news and information services or the introduction of total quality management techniques on the work floor.
and data is not commonly available for non-technological innovation as a proportion of firm employment or turnover.
For example, for SMES, the use of knowledge-intensive service activities offered by consultants and other firms often brings new non-technological ideas into the firm with respect to business practices,
workplace organisation and marketing (OECD, 2010a, forthcoming. Another issue is that whereas technological innovation tends to be associated more with manufacturing,
if needed, help round up teams of engineers and other key staff from other firms. Engineers and other key staff may shift as groups,
The managed economy was a mass production society based on stable employment in large firms and a central role of unions and employers in regulating the economy and society in partnership with government.
The social contract included regulation of labour markets and a strong welfare state. The reduced power of large firms and unions,
and arguably the reduced capacity of government to raise taxes in an era of mobile capital,
and labour market flexibility increased the strain upon it. Social entrepreneurs and social enterprises such as nonprofit organisations have stepped into this breach (OECD, 2003;
At the same time many address problems of unemployment and the social problems of poor neighbourhoods. This is of great relevance in the current post-crisis context in
but is also about employment. As unemployment rates rise, it is critical that new firms are able to enter
and grow so that recent job destruction is balanced by job creation in the short to medium term.
i e. comparing innovation rates per employee not per firm (Audretsch, 1995). On the other hand, there is a strong suggestion that SMES are associated particularly with bringing forward so-called breakthrough innovations.
Furthermore, some empirical work casts doubt on a general characterisation of small firms as breakthrough innovators and large firms as incremental innovators (Chandy and Tellis, 2000.
using and interacting occurs on the job as employees face ongoing changes that confront them with new problems
labour market regulation, finance markets and intellectual property protection. OECD research shows for example how unbalanced taxes on company profits
the creation of jobs in SMES in response to an aggregate demand stimulus or targeted employment
l High-employment-growth firms. One of the contributions of new firms and SMES to the economy is breakthrough innovation.
They make up an important component of the high-employment-growth firm sector. Facilitation and support for breakthrough innovation in this group may promote both innovation
Examples of relevant policy approaches include creation of science parks and business incubators, encouraging mobility of staff between universities and industry,
but also through informal methods such as the creation of problem-solving work teams and engagement with external knowledge intensive service activity providers such as consultants (OECD, 2010a, forthcoming).
ENTREPRENEURSHIP AND INNOVATION OECD 2010 41 example through embedding of foreign direct investment, attraction of highly-skilled labour from overseas and building cross-national SME alliances.
They may be imparted through school education, universities and vocational training colleges. Training in SMES is also very dependent on relationships with the public sector
and there is a particular SME skills gap among older and routine workers. These problems need to be addressed.
focused on improving the welfare of individuals and communities through employment, consumption or participation. The social entrepreneur is an agent of social innovation but not the only one.
as measured by employment, are enterprises with average annualised growth in employees greater than 20%a year over a three year period and with ten or more employees at the beginning of the observation period.
Gazelles as measured by employment, are enterprises which have been employers for a period of up to five years,
with average annualised growth in employees greater than 20%a year over a three-year period and with ten or more employees at the beginning of the period. 2. See also NESTA (2009). 3. The OECD/Eurostat Entrepreneurship
Indicator Programme is developing internationallycomparable indicators of entrepreneurship based on this definition. Bibliography Acs, Z. and D. Audretsch (1990), Innovation and Small Firms, MIT Press, Cambridge MA.
Acs, Z.,D. Audretsch, P. Braunerhjelm and B. Carlsson (2004), The Missing Link: the Knowledge Filter and Entrepreneurship in Endogenous Growth, Centre for Economic policy Research Discussion Paper No. 4783, Centre for Economic policy Research:
High-Growth Firms and their Contribution to Employment in the UK, NESTA, London. Archibugi, D. and S. Iammarino (1997), The Policy Implications of the Globalisation of Innovation, University of Cambridge ESRC Centre for Business Research, Working Paper 75, ESRC Centre
Daviddson, P.,L. Lindmark and C. Olofsson (1999), SMES and Job creation during a Recession and Recovery, in Z. Acs, B. Carlsson and C. Karlsson (eds.
Challenges and Key Issues for Future Actions, Commission Staff Working Document (2007) 1059, European commission DG Enterprise and Industry, Brussels. Galbraith, J. 1972), The New
Job creation by Firm Age, Small Business Policy Branch, Industry Canada, Ottawa. Haltiwanger, J. 1999), Job creation and Destruction by Employer Size and Age:
Cyclical Dynamics, in Z. Acs, B. Carlsson and C. Karlsson (eds. Entrepreneurship, Small and Medium-Sized Enterprises and the Macroeconomy, Cambridge university Press, Cambridge.
Implications for Innovation Policy, Report to the European commission, Directorate General Science, Research and development, Brussels. Malecki, E. 2008), Higher education, Knowledge Transfer Mechanisms and the Promotion of SME Innovation
Building Inclusive Economies, OECD, Paris. OECD (2002), High-growth SMES and Employment, OECD, Paris. OECD (2003), The Nonprofit Sector in a Changing Economy, OECD
UK public policy and open innovation Charles Levy and Benjamin Reid September 2011 The Big Innovation Centre is an initiative of The Work Foundation and Lancaster University.
UK Public policy and open innovation Executive summary A financial and investment ecosystem which looks to support business as it grows,
a major initiative from The Work Foundation and Lancaster University, will examine how the UK can position itself to be a major global innovation hub in 2025.
Open innovation and its implications will be a key theme informing all the Centre's areas of work. 4 Missing an open goal?
and new employment opportunities) then the nature of these cash flows is increasingly important for government growth and economic policy.
and investigation undertaken by the Big Innovation Centre, a groundbreaking new initiative from The Work Foundation and Lancaster University.
It is down to employees to select which internal idea to research, develop and ultimately bring to market these knowledge packages.
nuclear reactors, mainframe computers Largely internal ideas Low labour mobility Little venture capital activity Few, weak start-ups Universities unimportant Examples of industries:
PCS, movies Many external ideas High labour mobility Active venture capital Numerous start-ups Universities important Source: Chesbrough (2003) With open innovation such a widely deployed term for describing organisational activities,
which the airline works with its suppliers to promote innovation, which often saves KLM money in the long term.
Amazon has developed a world class capability for processing product information and customer preferences through its IT infrastructure and specialist staff.
and the expert staff which support it, are the key element of Amazon's business model.
The Work Foundation, http://www. theworkfoundation. com/research/publications/publicationdetail. aspx? oitemid=290 21 Missing an open goal?
‘A sequence in the adoption of open innovation, starting with customer involvement, following with employee involvement,
(or closedness) doesn't work: university activities to support development of innovation, or to support use of innovation,
there are fundamental and systemic issues with how such markets for knowledge and knowledge enterprises work.
The Work Foundation and Research Republic, http://www. theworkfoundation. com/research/publications/publicationdetail. aspx? oitemid=223 23 National Endowment for Science, Technology and the Arts (2010) Open innovation:
++o+XVI Organised diffusion+++o/++Education policy XVII General stimulation+++XVIII Entrepreneurship education+o o o Labour market policy XIX Aim for flexibility+o
‘The new division of labour between industry, government and academia will witness less basic research inquiry being conducted inside corporate research laboratories.
As The Work Foundation outlined in a recent report to the Independent Commission on Banking,
Many organisations at this scale appear to struggle to draw value from the knowledge that leaves their organisations.
A submission from The Work Foundation to the Independent Commission on Banking, London: the Work Foundation 31 See, for example, Clausen, T. and Rasmussen, E. 2011)‘ Open innovation policy through intermediaries:
the industry incubator programme in Norway',Technology Analysis and Strategic Management, Vol. 23, No. 1: 75-85 37 Missing an open goal?
As noted within the recent Work Foundation report on high-growth businesses, overcoming systematic weaknesses in UK management
but as we argued in a recent Work Foundation's report, this sector needs continued support and investment,
along with a steady increase in the supply of highly skilled labour. 33 32 Levy, C.,Lee, N. and Peate, A. 2011) Ready, Steady, Grow?
The Work Foundation 33 Sissons, A. 2011) Britain's Quiet Success Story: Business Services in the Knowledge Economy',London:
the Work Foundation, http://www. theworkfoundation. com/research/publications/publicationdetail. aspx? oitemid=287 38 Missing an open goal?
The Big Innovation Centre, a major new initiative from The Work Foundation and Lancaster University, will be driving forward this analysis and commentary.
The Work Foundation and Research Republic, http://www. theworkfoundation. com/research/publications/publicationdetail. aspx? oitemid=223 42 Missing an open goal?
The Work Foundation, http://www. theworkfoundation. com/research/publications/publicationdetail. aspx? oitemid=290 Lichtenthaler, U. 2011)‘ Is open innovation a field of study or a communication barrier to theory development?
The Work Foundation, http://www. theworkfoundation. com/research/publications/publicationdetail. aspx? oitemid=287 Tidd, J.,Bessant, J. and Pavitt, K. 2005) Managing Innovation:
UK Public policy and open innovation Acknowledgements This report is a publication from the Big Innovation Centre, an initiative from The Work Foundation and Lancaster University.
UK Public policy and open innovation Big Innovation Centre The Work Foundation 21 Palmer Street London SW1H 0ad info@biginnovationcentre. com www
. biginnovationcentre. com www. theworkfoundation. com Contact details All rights reserved Big Innovation Centre (The Work Foundation and Lancaster University.
The Work Foundation, 21 Palmer Street, London SW1H 0ad. Registered address: Landec Ltd, University House, Lancaster University, Lancashire LA1 4yw.
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