Stakeholders'involvement at different levels...132 Figure 3. 1. Activity Indices in 12 major fields...
34 Box 1. 8. Empowerment of stakeholders in the designing of the smart specialisation strategies...
private stakeholders and entrepreneurs in the process of translating specialisation strategies into economic and social outcomes. In this sense, smart specialisation is a regional policy framework for innovation driven growth.
Incentives and instruments for disclosing passively or actively this information (e g. through stakeholder consultations public-private partnerships, IPRS) will be key.
In addition to quantitative indicators, qualitative data such as SWOT analyses, surveys, workshops and interviews with regional stakeholders are also important in the priority setting and discovery process.
foster stakeholder engagement and encourage governance innovation and experimentation; are based evidence and include sound monitoring and evaluation systems.
that is the diffused agency problem since it focuses on entrepreneurs and co-ordination of policy over a broad range of stakeholders (regions,
where different private and business stakeholders assume direct responsibility on specific sub-projects and a platform provides full information of the development of the different initiatives.
but also various stakeholders, including business. At the same time they reflect the urgency of making tough choices in times of difficult transitions under severe budgetary constraints.
but strong commitment of all stakeholders. Multiply participation since none of the participants have authority to commit others.
Ensure the commitment and involvement of all stakeholders regional, national or supranational in the designing of the strategy and consecution of its objectives.
and well positioned to mobilise other stakeholders and resources and to set the strategic framework for further actions.
and prove they can mobilise the relevant stakeholders that have the potential to provide value added.
These structures are necessary to ensure the‘open invitation'flows between all stakeholders and empowering as well as accelerating the learning process.
and other stakeholders contribute to identify existing capabilities (e g. research capabilities) but also barriers (e g. regulatory constrains
involved the stakeholders from the wide business community and built the‘light structure'that was needed to raise funding from the Flemish government.
the national government gets engaged in intensive consultation with regional stakeholders, in order to detect emerging opportunities
regional governments and key stakeholders should be ready to adjust their responses rapidly to the changing conditions (e g. strengthening the collaboration between Universities
Intensive stakeholders'consultation: In Australia, future bottlenecks/threats of the Australian grains industry are detected by direct consultations among grain growers,
the Australian Government, research partners and other stakeholders. Based on this, the Grains Research and development Corporation (GRDC) identifies the most likely drivers of change in the GRDC's immediate and broader business environments over the next five years.
OECD TIP case-studies and enquiry in governance for smart specialisation The mobilisation and empowerment of key stakeholders and institutions to realise their potential as leading contributors are essential elements to transform a traditional regional innovation
v) the need to increase transparency on how stakeholders are selected, involved and, especially, what role (empowerment) they are provided during the process (See Box 1. 8). INNOVATION-DRIVEN GROWTH IN REGIONS:
THE ROLE OF SMART SPECIALISATION OECD 2013 35 Box 1. 8. Empowerment of stakeholders in the designing of the smart specialisation strategies In the context of the Brainport Eindhoven Region in The netherlands
on the contrary, relevant stakeholders of the automotive sector (Companies of the cluster of the automotive sector are acknowledged to enjoy a strong critical mass) are invited only with advisory capacity to the STI policy-making meetings with the Supreme Council for Science
‘as necessary',to allow stakeholders to identify specific problems and generate policy recommendations that feed back into the policy-making process.
After the meetings, the SCST‘assigns'tasks to stakeholders for the implementation of the adopted decrees.
Thematically focused working groups were established, counting more than 250 stakeholders. Agents from the business side, academics, and special interest groups
and the project results Profiling the region Together with strong leadership and stakeholder's involvement,
to feed in discussions among stakeholders and cannot be used directly for taking decisions, notably because they can hardly identify emerging activities.
Here, foresight exercises have been highlighted as a powerful tool to develop a shared vision of the future among all stakeholders.
iv) Interaction with the systematic involvement of stakeholders in an inclusive process with long-term perspective for the analysis of different perspectives and their social relations in the system;
and empower the relevant stakeholders that have the potential to provide value added. Data and indicators to measure specialisation in science
and set the necessary mechanisms to reduce imperfect information among all stakeholders. INNOVATION-DRIVEN GROWTH IN REGIONS:
in order to engage and improve the communication with stakeholders for further strategic co-ordination and fine tune priorities setting.
i) improve the absorptive capacity of the socioeconomic stakeholders (including public staff and SMES) and;
strategic analyses are declared as one of the most important influence on the selection of priorities, both for regions and countries (Figure 1. 2). The influence of stakeholders,
Relying on expert support to improve the stakeholder's involvement during the priority-setting and policy-making process.
Online Delphis with regional and international experts and stakeholders to identify emerging issues and trends, Systemic Foresight Methodology).
The structure of the RDC model and the extensive collaboration between industry and researcher stakeholders involved
The GRDC works closely with its two key stakeholders Australian grain growers and the Australian Government.
The GRDC has established dedicated regional forums to elicit stakeholder input. All grain growers in Australia are required to contribute to GRDC operations via a 1%levy on the sale of grain.
ii) consults extensively with stakeholders, particularly growers; iii) maintains strong networks with researchers and these networks alert it to opportunities for world-leading research;
vi) conducts periodic situational analyses of its stakeholder industries; and v) commissions other agencies to study aspects of the grains industry when required.
Based on consultations with grain growers, the Australian Government, research partners and other stakeholders, the GRDC has identified the most likely drivers of change in the GRDC's immediate and broader business environments over the next five years.
While the initial strategy development (the entrepreneurial discovery process) started from one research centre, during the course of the OECD-TIP exercises, a wider set of stakeholders universities, academic hospitals, companies from the health
grasping the opportunities for smart specialisation The mapping exercise created enthusiasm shared by a wide set of stakeholders from research and industry.
and positioned to mobilise other stakeholders and to set a strategic framework for further actions.
supporting entrepreneurial bottom-up initiatives needs to rely on a level of self-organisation of a number of actors who have the position and commitment to mobilise other stakeholders.
discovery and governance (see Figure 2. 1). Figure 2. 1. SWOT of FISCH Strengths Anchors Broad involvement of many stakeholders High private expenditures on R&d
i) questionnaires and interviews of the most important stakeholders on the OECD 2013 69 importance of these technologies for Flanders and for themselves, ii) technological workshops on selected topics;
and v) Consultation-evaluation workshops with different stakeholder groups (large companies, small companies, societal stakeholders.
Broad consultation and stakeholder involvement: have been crucial elements in the development of the strategy process.
The role of input from a wide set of stakeholders have enriched the strategies, and dedication of the FISCH members is simply necessary to fund the platform and projects.
Its management approach is to bring stakeholders together, acting as a catalyst and stimulator, in a project-based manner,
borne and backed by the stakeholders involved rather than by Brainport. Under the header of Brainport independent cooperatives have been established
Brainport 2020 was produced by a triple-helix programme committee, in close bottom-up consultation with regional stakeholders.
These various stakeholders establish the key assets in the ecosystem that drive entrepreneurial discovery inside and outside of the cluster.
The crisis drove local stakeholders to reach a consensus to establish a new local economic development plan and strategies.
Multilevel coordination and mobilisation of stakeholders: Photonics was the first industry promoted by the central
It is also necessary to create a multilevel governing mechanism to coordinate stakeholders and a consensus development process.
32 while other relevant stakeholders are invited to the meetings with advisory status. SCST is an asset for STI governance based on its role in establishing expectations that steer the Turkish system forward
SCST further assigns tasks to stakeholders for the implementation of the adopted decrees. As necessary
ad hoc committees have allowed stakeholders to identify specific problems and generate policy recommendations that feed back into the policy-making process at the SCST level.
and technology platforms involving SCST permanent members and/or stakeholders. The 24th meeting of SCST, for example, was realized on 7 august 2012;
Broad stakeholder consultation: Through wide consultation it was possible for all relevant stakeholders to contribute
and commit to a consensus view around future innovation needs within the industry and the research needed to get there.
CSIRO is currently working with stakeholders around the design of this precinct. OECD 2013 97 Monash University has initiated also a cluster type initiative on its Clayton campus, the Monash Science Technology Research and Innovation Precinct (STRIP.
THE ROLE OF SMART SPECIALISATION 98 OECD 2013 Stakeholder dialogue is the primary tool used by SEMIP to build specialisation in the region.
The establishment of networks (both informal and formal) are essential in driving stakeholder participation in the development and sustainability of a region.
Stakeholder and policy dialogues to achieve the ambitions In Lower Austria already in 1997, at the beginning of the Regional Innovation Strategy Lower Austria,
In Lower Austria knowledge creation achieved by stakeholder and policy dialogues is implemented bottom up as well as top down.
and carried out interviews with stakeholders. It also completed a survey of the activities of other similar regions.
The main focus areas in the strategic economic and research programs are determined via stakeholder consultations, studies and analysis of regional requirements.
Stakeholder and policy dialogues to achieve the ambitions In Upper Austria knowledge creation achieved by stakeholder
i) a significant broadening of a group of people across key stakeholders who trusted each other
and involves open discussions with stakeholders about the results. A comprehensive external ex-post evaluation is planned to be conducted in 2015.
which all stakeholders (may be also various foundations and even engaged public) could put funds devoted to the implementation of the strategy.
Stakeholder's mobilisation: Building the consensus space across regional triple helix sectors is both the first and the last objective of the day.
and facilitating consensus approach of regional stakeholders. Each region has its own way to find
In planning and designing the future strategies different stakeholders are included MER MEAC, Estonian Development Fund, University of Tartu (TIPS programme) are the initiators of the analysis,
Stakeholder and policy dialogues to achieve the ambitions Estonian innovation policy is based based on broad collaboration led by the advisory Research and development Council involving representatives of industry, academia, Government as well as ministries of Education and Research
The connection between sector ministries, societal stakeholders and the core RDI system should be much stronger in the future.
The connection between sector ministries, societal stakeholders and the core RDI system is insufficient. Also, the participation and activity of other stakeholders and societal partners (entrepreneurs, civil society organisations) in advisory bodies is low
and thereby limiting the capability of advisory bodies and stakeholders to define the social demand for RDI policy.
There is a need to focus on fewer and stronger clusters. Particular emphasis should be paid on increasing the SME participation.
Broad stakeholders'consultation: One of the most important factors of the future development of innovation system and using smart specialisation approach is active involvement of different stakeholders.
So far the involvement and coordination between different ministries and with industry has been an important problem.
Cooperation between all the stakeholders has to be increased definitely in the future. Social challenges: It is highly likely that some key topics are of international relevance,
THE ROLE OF SMART SPECIALISATION 128 OECD 2013 Stakeholder and policy dialogues to achieve the ambitions Interactions between government and cluster organisations (regional, national,
In this sense, the strategy synchronization process between Tekes and regional stakeholders has involved: i) Regional government:
ii) National stakeholders: OSKE program on environment. Tekes as a national R&d funder; iii) EU's smart specialisation agenda;
Stakeholder and policy dialogues to achieve the ambitions Stakeholder's involvements during the policy-making can be exemplified with the following figure refereed to the cluster for energy technology:
Stakeholders'involvement at different levels Source: Brandenburg Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery The capital region hosts many internationally renowned universities as well as research institutes (such as Fraunhofer and Max Planck institutes.
The system is based mainly on the indicators related to activities of regional stakeholders (if any phenomenon occurs interesting
Stakeholder and policy dialogues to achieve the ambitions One of the main goals of the regional authorities of the Malopolska Region is to engage citizens, especially scientists,
The goal of this approach is to involve stakeholders from a very early stage of preparation of RIS 2013-2020.
Stakeholders indicate the need to put more efforts on concentration of research and innovation priorities, OECD 2013 139 mainly on the areas such as life science, ICT, energy.
and innovation priorities is a challenging task including many stakeholders and active role of the regional authority.
but these results should be discussed with stakeholders through public consultations. Another challenge is how to engage stakeholders in the process of implementation of RIS 2013-2020.
It seems that monitoring and evaluation system (i e. the Malopolska Regional Development Observatories, and constantly developed system of monitoring and evaluation of RIS 2008-2013) could be used actively in this field through promoting transparency and effects of public interventions.
For example, the development of sustainable energy in the Malopolska Region is one of the key areas for future development identified by regional foresight and regional stakeholders,
what was once a national top-down strategy is now revealing structural bottlenecks as local stakeholders seek new technological opportunities.
The new strategy for a regional photonics cluster in the region of Gwangju is geared more to the smart specialisation concept coordinating a network of local stakeholders.
In regions with relatively strong innovation capabilities, a rich network of institutions and well-organised stakeholders,
as well as mobilising stakeholders to interact with government and cooperate with each other. These are often more generic policies rather than domain specific policies.
Another issue highlighted by the cases is that policy priorities are often set in very broad terms (e g. green energy) needing further stakeholder involvement to define this more precisely in terms of promising niches or value chains.
This raises discontent with groups of stakeholders who have expectations of receiving support from their government.
Alongside wide stakeholder consultations there are ample examples of policy makers that have embraced actively the triple helix process to stimulate bottom-up innovation and diversification.
The depth and effectiveness of this stakeholder involvement are more difficult to assess across all cases.
and the ease of interaction between governments and stakeholders has shown to be very important in the dynamic cases.
the mobilisation of new stakeholders by disseminating the use of these tools, is as important to create broader support for a joint discovery process.
and in the private sector (e g. commercial market studies) more easily accessible for stakeholders developing their joint strategies.
Stakeholder involvement and the combination of bottom-up and top down prioritisation processes appear to be a common pattern in studied regions.
and requires a level of self-organisation and commitment from these stakeholders in order to scale this up from an individual good idea,
and entrepreneurial stakeholders and contribute to enhance evidence based policy making. There INNOVATION-DRIVEN GROWTH IN REGIONS:
Similarly the degree of influence of various types of stakeholders in the selection process is highly context-dependent
and economic priorities is influenced both by evidence and by the action of stakeholders Overall, strategic analyses are declared as one of the most important influence on the selection of priorities, both for regions and countries (Figure 3. 9). The influence of stakeholders,
either individually through the action of interest groups, or collectively through the action of consultative bodies, is also a key vehicle through
and captured by existing data or stakeholder action. Actually, the responses to the enquiry suggest that the approach followed puts much more weight on reinforcing existing strengths than on directing efforts towards future opportunities through instilling more radical trajectory changes.
THE ROLE OF SMART SPECIALISATION 192 OECD 2013 Mutual learning and expert support to improve the stakeholders involvement process and the interlinkages between quantitative and qualitative inputs into strategy formation process;
stakeholders involvement is difficult to organise with respect to future or emerging areas of activities, because by definition those domains are organised less well
and to mobilise the regional stakeholders for the process of strategy making. It helps regions to develop their RIS3 Strategies by stimulating communication
and identify the relevant stakeholders in the enterprise sector and the science, knowledge & creative sector.
contact relevant stakeholders, distribute the guiding questions and organise necessary steps and milestones. Perform an assessment of each sector by stakeholders stemming from the respective sector.
Perform an assessment of each sector with a mutual outside view (e g. stakeholders from the enterprise sector assess the science and the government sector and vice versa.
Prepare a first SWOT analysis as starting point for the RIS3 process. Use identified strengths, weaknesses, opportunities,
"In this case long time life of the organisation and its stakeholders is vital. Previous research indicates that the operations function in SMES generally has a poor relationship with other functions in the business.
and the extent of customer and stakeholder engagement. However, Hamel (2000) suggested different capabilities and he stated that an innovation competency requires both an internal and external organizational perspective.
A stakeholder management perspective. Strategy Management Journal 24 (5): 453-470. Cummings, B. S. 1998.
Stakeholder influences on sustainability practices in the Canadian forest products industry. Strategic Management Journal 26 (2): 159-180.
A key element of the programme is the exchange of knowledge and results in‘demonstration'cities with stakeholders in other urban areas in Europe.
In addition, participatory processes engaging stakeholders help to bridge the gap between research and market take-up.
key stakeholders and citizens by including dissemination of results and best practices in research programmes,
The Partnership's stakeholders define joint targets for 2020 and more specific operational objectives, they analyse barriers,
For more information, the Smart Cities and Communities Stakeholder Platform is available at: www. eu-smartcities. eu.*Smart city solutions could include:
Furthermore, early participation of stakeholders in local decision-making contributes to wider acceptance of new mobility measures.
Various research initiatives have developed innovative ways to establish coordinated dialogue between policy makers, stakeholders and civil society.
and tested based on in depth analysis of bus stakeholder needs. As a result, the EBSF vision has been formulated for the bus system for the future to respond to passenger needs, social and environmental requirements,
Bringing together 47 stakeholders in the bus sector, the European Bus System of the Future (EBSF) project launched a bus renaissance.
Further steps More than 100 bus stakeholders contributed to the EBSF Roadmap, which identifies key areas and priorities for research on bus systems.
providing a selfassessment tool to support stakeholders in assessing the strengths and weaknesses in the transport system,
In addition, mobility management strategies to influence citizens'behaviour and to improve stakeholder participation in the decisionmaking process have been implemented with the EU support.
"&#%(30 Project timeline 1998 September Stakeholder Dialogue: Innovation Brussels (STM) 1999 March-September Regional Dialogues Taiwan, Philippines, Taiwan, Brazil, Argentina (STM) March-November Biotechnology Scenario Project August
A Corporate Survey published September Innovation and Sustainable Business workshop November Innovation and Technology Project launched at WBCSD Council Meeting Berlin December Stakeholder Dialogue:
Boston November Meeting on Information technology Implications Stuttgart 2001 February Meeting on Information technology Geneva March Working group meeting Montreux May Stakeholder Dialogue:
Intellectual Property rights Montreux July Assurance Team Meeting Geneva July 2001-February 2002 Electronic Stakeholder Dialogue:
Intellectual Property rights September Working group Meeting Kuala lumpur November Assurance Team Meeting Jongny sur Vevey Switzerland 2002 February Stakeholder Dialogue Meeting on Intellectual
and technology as well as stakeholder views of these practices. In addition, the scenarios developed by the WBCSD for global development,
Appendices 31 IPR stakeholder dialogue UNDERLYING QUESTIONS What are the proper rules of access to genetic resources
influential in the area community, organization Who speaks for future generations Who/which group is underrepresented Appendices Identifying stakeholders A GUIDING MATRIX G#86>$eanq#"XXN("#$"(#5ff#"#FF"F#FF#:@
and take into account the advice of all stakeholders considering the existing standards when appropriate and conducting an impact assessment with cost benefit analysis. Assisting bodies The Commission will be assisted by two bodies in the implementation of the ITS Directive:
Meanwhile, the ITS Advisory Group bringing together representatives of stakeholders such as industry, service-providers and associations of users supports the Commission on the technical and business aspects of ITS deployment.
The action plan was adopted after much preparatory work and a long consultation with stakeholders. Its main focus is to ensure the compatibility and interoperability of systems,
the EU Member States, infrastructure-and service-providers and other stakeholders. Grouped into six priority action areas (see pages 6 and 7 for an overview),
The plan is implemented also in close cooperation with ITS stakeholders, as seen for example in the staging of various workshops on action plan topics.
and stakeholders and will consider policy options for implementing measures including legal and/or nonlegal instruments.>>
and different stakeholders and promote best practices in deployment and operation of ITS services>TASKS AND ACHIEVEMENTS A study was initiated by the European commission examining key issues
and communication technologies>improve interoperability of computer applications used by different stakeholders>develop a standard framework for freight information exchange covering all transport modes
and all stakeholders>TASKS AND ACHIEVEMENTS The relevant European commission services have ensured close coordination of the‘e-Freight'(see box) and other research projects (Discwise, Euridice, Freightwise, Integrity, Rising, Smart-CM,
a consultation of professional stakeholders and the EU Member States was carried out in the period December 2010 to February 2011.
Moreover, important communication standards between the various EETS stakeholders were adopted. Implementation of the interoperability of electronic road toll systems (Directive 2004/52/EC) Electronic road tolling>A c T I O N 2. 4>AC T ION
availability of common European standards and the willingness of most stakeholders the‘ecall'in-vehicle emergency call system is yet to be deployed widely in Europe.
Further measures are needed to encourage concerted action by all stakeholders including vehicle and equipment manufacturers,
as the coordination body bringing together representatives of the relevant stakeholder associations and of national platforms, meets at regular intervals to discuss technical details and practicalities.
to be complemented by a stakeholder consultation. More in depth research about safety impacts possible countermeasures and safe human machine interfaces was planned also.
V2i and V2v communications for cooperative systems>promote the use of standardised specifications among stakeholders>TASKS AND ACHIEVEMENTS For I2i,
It also allows stakeholders to concentrate their energy where it really matters the efficient invention and production of goods and services.>
or traffic interfaces between the relevant traffic information/control centres and different stakeholders>define a standardisation process for the adoption of an open in-vehicle platform architecture>pursue European standardisation activities for cooperative systems>TASKS
and the fact that responsibilities are spread among many different stakeholders can make coordination and consensus difficult to achieve.
>facilitate practical dialogue between public and private stakeholders>promote the use of ITS in urban areas
and expertise of European multi-sector stakeholders involved in providing ITS), no‘umbrella'structure for the advance from research to realisation in the field of ITS has yet been established.
'A strong impetus to progress was given by establishment of the esafety Forum early in 2003, following consultation between the Commission, ERTICO ITS Europe, industry and public-sector stakeholders.
China, India, Russia and South-Africa by establishing a collaboration network that brings together key stakeholders in the fields of ITS, urban mobility and road infrastructures development.
All stakeholders are needed in the production and and commercialisation of knowledge, including Hungarian small and mediumsized enterprises,
The elaboration of the reading related to the regional specializations and the so-called smart specialization strategies11 is planned by the government in consultation with local stakeholders during 2013.
and policy tries to reconcile many stakeholders at the same time. The result is: stagnating international competitiveness. The trends since the change of the regime prevail,
and takes into account not only the market failures of the mainstream economics 41 vision and objectives 3 and priorities of the RDI strategy by the partner networks of regional stakeholders and local professionals.
coordinated programme based on regions and RDI specialization organizing many partners and innovation stakeholders. The basis of regional policy is formed by the industry and service sectors
and encouraging the co-operation between the stakeholders of the settlement and the members of the local community.
and stakeholders, allowing them to explore the potential for collaboration and to better understand innovation dynamics.
authorities, together with stakeholders such as research institutions, industry and social partners, identify and produce information about new activities
and put into practice with the help of regional stakeholders engaged in an entrepreneurial process of discovery.
and stakeholders, allowing them to explore the potential for collaboration and to better understand innovation dynamics.
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