Like a firm s network, EO too is particularly salient for market success in the highly competitive and turbulent environments in emerging economies (Covin and Slevin (1989.
and anticipate changes in their environments is an eminent trait of entrepreneurial firms. Linkage within its own geographic areas (ICTS) constitutes an important social resource that generates a high level of trust
and leverage its visibility in the cluster such that it forms new partnerships in response to changes in external environments faster than firms lacking such abilities.
which means they have a greater ability to adapt to changing environments, they may be constrained by limited access to facilities and financial resources.
Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10,75-87.
Usually the attention and actions of policymakers and the business environment focused on large companies and overlook the importance of SMES especially in connection to innovation.
In the actual economic environment due to globalization and ICT evolution products are outdated more quickly nowadays in comparison with some years ago
and suppliers see figure 5). A significant percentage of SMES use the Internet for gathering information about the business environment in
and new start-ups being more adaptable to the changing business environment the government efforts should sustain the creation and development of new innovative enterprises.
1999) so ensuring a proper economic environment in which SMES can develop and entrepreneurial initiatives could thrive is a condition for a national economic recovery.
which wants to reinforce the collaboration of universities with the local surrounding environment firms, technology parks, technology centres, foundations,
and a multidisciplinary focus, promoting research excellence in the areas of aeronautics, biotechnologies, communications, energy and environment, transport, and tourism.
The most dynamic firms are in this sense the ones that are able to capitalise on both the local support environment
INTRODUCTION Regional economic development is regarded increasingly as critical to the growth of national economies in a globally connected environment.
Against a backdrop of high financial leverage and low private deposits coupled with relatively low levels of exposure to the dynamics of competition in other sectors it is difficult to see anything beyond a highly vulnerable and fragile economic environment for these firms.
and foster this capacity in an innovation-friendly environment. To help achieve this aim, the main objectives of the review are to identify and explain:
Attracting talent to a local economy is enabled by making an environment and the quality of local life conducive to entrepreneurial economic activity.
%iv) environment, rural development, water sources and land risk prevention: 12.4%;%v) food and fisheries:
and across diverse institutional environments, are more likely to innovate, particularly via informal relationships: contacts that occur in different kinds of events are the breeding ground for future interchanges (Ramos-Vielba, Fernández-Esquinas,
and the environment and risk prevention on the other. The Spanish labour market differs somewhat from that of most European countries.
Biotechnology and health sciences, Environment, Renewable Energies and Agriculture, Cultural and Creative Industries. ANDALUCIA EMPRENDE ANDALUCIA EMPRENDE has a network of 1 000 people to assist, advance, mentor,
actively contributing to the creation of an environment of innovation capable of reducing the gap with the most competitive economies (Junta de Andalucía, 2006).
which is designed to create an innovative environment for frequent exchanges between academic researchers and industry counterparts;
which focus on improving the entrepreneurial environment for start-ups and SMES. Because a broad policy agenda can be addressed through an emphasis on entrepreneurship, national,
Structural reforms were launched in the fields of employment, innovation, economy, social cohesion, and environment. However, by 2005 it was apparent that the goal was overly ambitious.
which in turn, requires greater levels of entrepreneurship, improved business environments, and development of a strong and sustainable economic base.
Environment, natural surroundings, water resources and risk prevention (29.7%of total expenditure. Priority 4: Transport and energy (31%of total expenditure.
The institutional environment in the region is incredibly dense: an extensive network of institutions, policies, programmes and projects now exists,
It is extremely unlikely that the current extensive and dense institutional network of enterprise support will continue in the new emerging financial environment.
the survival rate of firms reared in an incubator environment should be significantly higher than the business success rate amongst the wider SME community.
and nature of SME development in Andalusia, focusing specifically on levels of innovation, internationalisation and the quality of the support environment in the region,
It makes a number of policy recommendations regarding improving the support environment for the different types of SME before proposing a number of learning models that may offer important lessons for Andalusia.
An analysis of the SME development policy environment Andalusia has established a well state-driven policy environment supporting
) The most dynamic firms are in this sense the ones that are able to capitalise on the local support environment,
In an environment of shrinking business support more targeting of SME activity in this direction should be encouraged,
which food is produced, the consequences for health and environment, and the subsequent importance of the visibility of the food chain.
What Maskell refers to as the=Village‘nature of the business environment=does not force the firms to cooperate
Environment and Planning A. 35 9, pp. 1689-1706. Isaksen, A. 2003 National and regional contexts for innovation.
Maskell, P. 1998 Successful low-tech industries in a high-cost environments: the case of the Danish furniture industry.
Table 1. Dissertation approach 17 Table 2. Key variables exploring the CE-performance relationship in a contingent approach 24 Table 3. Environment main definitions 27
as well as conceptual, arguments suggest that EO is 12 not equally suitable in all environments (e g.,
That is, in an uncertain environment where an atmosphere of high risk predominates, fewer opportunities, and with tremendous competitiveness, an entrepreneurial behavior is recommended specially.
Over the last few years, the business environment, in Spain and elsewhere, has grown increasingly hostile
and it can certainly be argued that the external environment may have a strong impact on SME viability and growth.
Moreover, the importance of proper alignment of the strategy with the environment means that both entrepreneurial and conservative companies must develop characteristics that enable them to cope with their environments (Yamada and Eshima, 2009;
Precisely, over the last three years the SMES environment, in Spain and elsewhere, has grown increasingly turbulent
and it can certainly be argued that probably few SMES operate in a benign environment. Nonetheless, is especially important to highlight that SMES are closely related to the creation of new products and process techniques.
it was decided to operationalize the external environment according to its level of hostility, both international and domestic, consistent with the specifications of Yeoh and Jeong (1995).
This environment-framing method has regularly been used in the past, with researchers making the distinction between hostile and benign environments (e g.,
, Covin and Slevin, 1989; Miller and Friesen, 1983; Robertson and Chetty, 2000). 16 empirical evidence on the relationship between network usage, EO and SME growth.
Will firms be more profitable in accordance with the fit between EO and the environment?
when there is a fit between EO and the external environment. There is a positive effect of network usage on EO development.
Moreover, in dynamic (sometimes hostile) environments in which many SMES operate, it can be used to identify entrepreneurial opportunities,
which conforms to the changing environment through the identification of variables that produce the greatest impact, where the structure and function (Mintzberg,
1984) depend on the adaptation and interaction with the environment. Namely, this approach is based upon the idea that organizations must adapt their structures,
but rather as results from the interplay of attributes such as strategy, structure, management style, etc, within a given environment,
and environment to the EO dimensions of innovativeness, proactiveness and risk-taking propensity. Especially the environment has long been considered one of the critical contingencies in organizations theory and strategic management.
Consequently, it is highlighted always as a critical contingency or contextual factor in the EO-performance relationship.
2006) Environment dynamism, environment hostility Strategic decision-making, strategic formation mode, strategic learning from failure, firm size,
dimensions of EO) Wiklund and Shepherd (2005) Environmental dynamism Strategic posture (EO), financial resource, size, age Yeoh and Jeong (1995) External environment (benign
1967) has been the starting-point for the recognition of the importance of external forces in unpredictable environments (See Table 3). Currently,
or, even, other environment dimensions such as dynamism, often called uncertainty (Miller and Friesen, 1983), level of industry stagnation,
According to Miller and Friesen (1983), hostile environments, like dynamic ones, intensify challenges to the firm,
but rather results from the fit of these dimensions within a specific environment characterized by some degree of hostility and uncertainty.
Thus, the classification that would be used frequently in the literature stresses two different scenarios, hostile and benign environments.
Hostile environments are described by Khandwalla (1976/77; 1977) as stressful, very risky, with few opportunities. In this sense, Covin and Slevin (1989) added that a hostile environment is characterized by intense competition,
overwhelming business climate and relative lack of opportunity for exploitation. Conversely, a non-hostile or benign environment is one that has none of the characteristics above,
but, instead, provides investment opportunities and has a favorable climate for business (Covin and Slevin, 1989;
Khandwalla, 1977). 27 Table 3. Environment main definitions Study Label Characteristics Lawrence and Lorsh (1967) Uncertainty Which is characterized by the rate of changes and innovation in the industry,
1983) dynamic and hostile environment When competitors'product change rapidly or when customer needs fluctuate Source:
Miller (1983) The paper Strategy making and environment: the third link, proposes three hypotheses related to the relationship between strategy-making and environment.
In this paper the author proposes his definition of what will become the foundation of the EO approach,
Covin and Slevin Covin and Slevin (1989) In the study Strategic management of small firms in hostile and benign environments, the authors discuss the concepts of entrepreneurial and conservative strategic postures based on
2006) In subsequent articles, Covin and Slevin use the term EO with reference to one of the two strategic postures that a firm may adopt in a given environment (highlighted in the research of 1989.
and the external environment. 1. Introduction It is well-known that there is a large body of literature regarding aspects of firm performance,
as well as conceptual, arguments suggest that EO is not equally suitable in all environments (Covin and Slevin, 1989;
Namely, the magnitude of the relationship between EO and firm performance is contingent upon the external environment as well as upon internal organizational processes (Tang et al.
Equally important, the EO-environment fit may play an essential role in the firm's ability to improve its profitability.
and processes, responding to changes that occur in its environment, assuming a proactive strategic posture, and so on.
By considering that proactiveness involves the capacity of a firm to anticipate changes in its environments,
Thus, the external environment is highlighted always as a critical contingency or contextual factor in the EO-performance relationship.
Several authors stressed the importance of the fit between organization and environment. The importance of proper alignment of the strategy with the environment means that both entrepreneurial and conservative companies must develop characteristics that enable them to cope with their environments (Yeoh and Jeong, 1995.
In this vein, Yamada and Eshima (2009) argued that the external environment may have a strong impact on small firms'viability and growth. 50 This stream of research draws on Khandwallas's contingency perspective (1972),
who pointed out that the performance of a company should not be measured only in terms of organizational attribute (structure, management style, etc.),
but rather by results from the fit of these dimensions within a specific environment characterized by some degree of hostility and uncertainty.
Thus, the classification that would be used in the literature stresses two different scenarios, hostile and benign environments.
hostile environments are described by Khandwalla (1976/77; 1977) as stressful, very risky, with few opportunities. In the same way, Covin and Slevin (1989) added that the hostile environment is characterized by intense competition,
overwhelming business climate and relative lack of opportunity for exploitation. Conversely, the non-hostile or benign environment is one that has none of the characteristics above,
but rather provides investment opportunities and has a favorable climate for business (Covin and Slevin, 1989;
who pointed out that the entrepreneurial strategy changes according to the external environment being hostile or benign.
Entrepreneurial firms benefit especially in hostile environments (Covin and Slevin 1989. It is expected because the success of these firms is generated by their competitive efforts that seek to gain
In this way, Robertson and Chetty (2000) say that environments characterized by high levels of uncertainty are used to encourage greater levels of innovation and risk-taking,
On the other hand, in benign environments the relationship between EO and performance may be less significant. Entrepreneurial behavior involves more risk than does a conservative behavior.
Covin and Slevin (1989) argued that in a benign environment it is not necessary to take 51 decisions that create uncertainty
the proposal is based upon the idea that there is a contingent relationship between EO, environment and profitability.
Entrepreneurial SMES (high EO), operating in a hostile environment, will have better profitability than will entrepreneurial SMES operating in benign environments;
Conservative SMES (low EO), operating in a benign environment, will have better profitability than will conservative SMES in hostile environments.
which leads to the independent variables entrepreneurial orientation and hostile environment. The questionnaire is presented using a 7-point Likert scale,
The higher the index (minimum 1 and maximum 7), the more hostile the 57 environment in which the company operates is.
The environment was classified as benign or hostile, depending on the degree of hostility perceived. The EO index is located between one and seven, with the highest score indicating more entrepreneurial behavior.
The same approach was used to classify the level of hostility of the environment. Thus, the environment is considered to be hostile
when the index is greater than or equal to four, and is considered benign when the index is less than four.
a third part of the SMES considered their environment as benign, especially companies in the food and beverage industry.
Conversely, two-thirds of the SMES saw their environment as hostile. For example, in 60 the pharmaceutical manufacturing industry, all companies considered their environment as stressful and very risky.
Table 11 summarizes the main statistics (i e.,, mean scores and SDS) and the correlation matrix of key variables considered in the study.
we omitted category dco he (coded 1 for conservative firms doing business in a hostile environment,
and not surprisingly, these conservative SMES operating in hostile environments presented the worst performance among all firms in the sample. 2 where:
doing business in a hostile environment, and 0 in other cases; dco be dummy variable coded 1 for firms with a conservative orientation doing business in a benign environment,
and 0 in other cases; deo be dummy variable coded 1 for firms with a entrepreneurial orientation doing business in a benign environment,
and 0 in other cases. By using this model we can consider the full sample in the regression analysis,
H2a SMES with EO, operating in a hostile environment, will have better profitability than SMES with EO in benign environments Confirmed.
Further, entrepreneurial SMES doing business in a hostile environment present higher performance in all ratios than do entrepreneurial SMES doing business in a benign environment (e g.,
The H2b predicted SMES with a low EO, operating in a benign environment, will have better profitability than will SMES with a low EO in hostile environments Confirmed.
Conservative SMES have higher financial performance in a benign environment than in a hostile one (CO BE>CO HE.
For example, conservative firms operating in a benign environment present a ROA of 0. 252 (p<.05) and a FCF index of 0. 324 (p<.01),
higher than do conservative firms in a hostile environment. 63 Table 12. Results of regression analyses ROA ROS FCF Step 1 Step 2 Step 3 Step 1 Step 2 Step 3 Step 1
and Conclusions This essay addresses the impact of EO on SME profitability and key effects of external environment in a contingency model.
Overall, our findings provide more evidence about the existing relationship between strategic attributes and performance with certain contingencies from the firm's operating environment.
In general, evidence from this study underscores the importance of a firm's operational environment, as stressed in other studies but, nonetheless,
A central message from the evidence provided is that entrepreneurial SMES have the ability to operate in both hostile and benign external environments (overall results highlighted that entrepreneurial SMES are more profitable in general than conservative ones are.
Nevertheless, we have argued that conservative SMES operating in a benign environment presented results as equally well as entrepreneurial SMES in the same operating environment.
which operate in hostile environments. In conclusion, our findings emphasize that the strategic orientation of the firm should not be considered in isolation,
in an uncertain environment where an atmosphere of high risk predominates, few opportunities, and with tremendous competitiveness, an entrepreneurial posture of the firm is recommended specially.
This result could be explained by the characteristics required by the hostile environment (i e.,, companies with an entrepreneurial profile,
and the recognition of the network as a knowledge-based resource with the ability to influence the environment.
If proactiveness involves the capacity of a firm to anticipate changes in its environments and generate competitive advantage from these postures,
direct and indirect causal effects A number of scholars have asserted that several elements of networks can create advantages in a firm's environment (Gulati et al.
If networks are considered to be important for all types of companies particularly due to the fact that the economic environment is becoming increasingly competitive (Madsen, 2007),
and the third and fourth items collect information about the use of networks to influence the environment and the use of employees'networks as an information source, respectively.
probably influenced by the peculiar environment of the economic crisis in which our research is inserted. It would be explained by a stochastic factor, namely,
the use of networks to influence the environment and employees'networks as an information source.
influence the environment, improve the proclivity of higher levels of EO and thus achieve high levels of growth.
as well as entrepreneurial spirit in companies'environments, can be valuable to society as a whole because they represent more than just entrepreneurship topics
adjust their strategy to the environment and use their networks to develop entrepreneurial orientation and grow. 120 Secondly,
which highlights the importance of the proper alignment of the EO with the environment. Thus, in the first empirical essay, our findings recommend that it is essential to identify the strategic posture which may reflect firm strengths to achieve competitive advantage and
Entrepreneurial SMES (high EO), operating in a hostile environment, will have better profitability than will entrepreneurial SMES operating in benign environments;
Conservative SMES (low EO), operating in a benign environment, will have better profitability than will conservative SMES in hostile environments. 2 H3.
this dissertation points out that entrepreneurial SMES seem to have more capability to operate in both a hostile and benign environment without compromising their outcomes.
It highlights the necessity of firms to develop superior EO, especially in hostile environments, because it is where a greater degree of creativity,
influence the environment, and improve the proclivity of higher levels of EO and growth. That is, business managers should 125 recognize the importance of an embedded network of strong ties to secure crucial resources,
-By recommending the entrepreneurial posture as an important tool, particularly in hostile environments; -by recommending the continued and consistent use of networks to secure crucial resources;
For example, specific EO dimensions (such as competitive aggressiveness) may be less valid in certain cultural contexts that frown upon high competitiveness. 129 We have seen also that SMES have different FCF levels according to their entrepreneurial posture and operating environment.
The fiscal environment for entrepreneurship. In. The Environment for Entrepreneurship, Kent, C a. Ed.),Lexington Books, Lexington, MA, 59-68.
Bouchard, V. and Basso, O. 2011. Exploring the links between entrepreneurial orientation and intrapreneurship in SMES.
Strategic management of small firms in hostile and benign environments. Strategic Management journal, 10,75-87.
The importance of domestic environment. International Business Review, 13,19-41. Donaldson, L. 2001. The contingency theory of organizations.
Prospering in dynamically-competitive environments: organizational capability as knowledge integration. Organization Science, 7, 375-387.
Environment, strategy, structure, and performance in the context of export activity: an empirical study of Taiwanese manufacturing firms.
Environment and its impact on the organization. International Studies of Management & Organization, 2, 297-313.
Organization and environment. Harvard Business school, Cambridge. Lee, C. Y. 2010. A theory of firm growth:
the impact of culture, education and environment. The Journal of Entrepreneurship, 17,15-35.147 López Rodríguez, J. and García Rodríguez, R. 2005.
the moderating role of environment and industry life cycle. Journal of Business Venturing, 16,429-451. Lumpkin, G. T.,Wales, W. J. and Ensley, M d. 2006.
Strategy-making and environment: the third link. Strategic Management Journal, 4, 221-235. Miller, D. and Tolouse, J. M. 1986.
Contingency relationship between entrepreneurship, export channel structure and environment: a proposed conceptual model of export performance.
Likert 1-7. 863.932.873.866.876.750.846.857.881.943***951***969***158 Appendix 3. EH scale measurement No. of items Type of measure Environmental hostility How would you characterize the external environment (both domestic
and investment Likert 1-7 An environment that my firm can control and manipulate/dominating environment which my firm's initiatives count for very little against tremendous competitive.
Likert 1-7 Appendix 4. Firm network scale measurement No. of items Type of measure Network resources Use of manager's own networks. 4 Likert
Likert 1-7 Use of networks to influence the environment. Likert 1-7 Use of employees'networks as an information source.
expected to appear in fall 2005.6 1. Introduction Composite indicators are recognized increasingly as a useful tool for policy making and public communications in conveying information on countries'performance in fields such as environment,
For example, if studying school performance as a function of social interactions in the home, it is reasonable to expect that data from students in particularly types of home environments would be more likely to be missing than data from people in other types of environments.
The summary indicators help to compare the economic and administrative regulatory environment across countries. The summary indicators are obtained by means of factor analysis, in
Alternatively to policy goals, sustainability levels, quantified effects on the environment, or best performance countries can be used as goalposts.
which indicates that public opinion about the main threats to the environment is remarkably stable across both space and time.
a pure environmental composite, the environment sustainability index, presented by the World Economic Forum annual meetings, the European Environmental Agency's EEA Environmental Signals.
and Van der Werf H.,(2000), Assessment of potential impacts of agricultural practives on the environment:
Munda G. 1995)- Multicriteria evaluation in a fuzzy environment, Physica-Verlag, Contributions to Economics Series, Heidelberg.
and act on macro-trends, such as changes in the regulatory environment, or in consumer behavior and expectations.
they also offered more effective responses to societal challenges, e g. in health, communication or the environment,
though new technologies often were also raising new concerns on their potentially negative implications on safety, health and the environment as well as on ethical, legal and social issues.
Within a production function environment, positive productivity effects of KETS may be reflected by a higher rate of technical progress.
Within a sector-specific production function environment, KETS will most likely shift sector shares since output of sectors that produce KETS
which refers to the ability to sell goods under a competitive environment, i e. to prevail over competitors.
In order to avoid such biases from the market environment, we evaluate technological dynamics in nanotechnology by looking at Chapter 3 Nanotechnology EN 57error!
EN Furthermore, electronic and optic equipment, healthcare and life science, energy and environment, communication and computing, scientific tools and industrial manufacturing will be affected largely by this emerging technology (Miyazaki and Islam, 2007.
Its goal is to create a competitive and dynamic R&d environment and to boost the knowledgeintensive industry on a national and international level.
There are divisions in place to support self-sustaining development of regional (cluster) economies (regional technology division, business environment promotion division),
the Kyoto Environmental Nanotechnology Cluster has specific research topics involving‘conserving water environment',‘biodiesel through green sustainable methods'and‘pyroelectric infrared sensors'.
if the same government strategy would work in a more individualistic cultural environment. Public policy/funding/taxation Cluster dependent on public funding because of venture capital scarcity Germany nr. 1 for public funding of nanotech Harmonised funding schemes for transparency
and may induce concerns about long-term benefits (including environment, healt and safety issues. As for all radical innovations, demand is highly uncertain
A main issue in commercialising nanotechnology is the impacts of nanomaterials on environment health and safety (EHS.
while at the same time acknowledges the progress that nanotechnology innovations can have for the environment and health.
Another area for wealth enhancing effects of nanotechnology is energy and environment. Nanotechnology could contribute to a more efficient and less harmful production of energy through advancing photovoltaics, wind energy generation and thermoelectric conversion systems.
Under this environment future growth of this industry depends on a multitude of factors. The perhaps most important success factor is funding.
As for any newly emerging technology, potential impacts of nanotechnology on health, safety and the environment have been discussed widely.
Further policy actions should relate to providing a stable regulatory environment, particularly with respect to likely safety,
health and environment impacts of nanotechnology. Informing the general public about the prospects and potential dangers of nanotechnology and how one can deal with these is important to achieve a broad acceptance of nanotechnology.
LETI has created a collaborative research environment called Minatec bringing together researchers from its centre with partners from industry
and collaborative research environment. Furthermore, the Grenoble cluster also benefits from a strong research environment in the wider region
and the Rhône-alpes region enjoys easy access to major industrial hubs in northern and southern Europe (Innova,
-and nanotechnologies (Minatec) bringing together partners from industry, universities and research in a collaborative, open innovation environment.
Also the nanoelectronics field does not seem to pose new health risks with production contained in highly controlled environments
This creates an innovative environment that attracts scientists and firms globally to come and work at the Grenoble cluster.
Furthermore, with more than 50 percent design output the cluster is focused very much on a high value added segment (specific chips for specific clients that cannot be applied to different products) that allows to financing the costly infrastructure and environment.
Many high-tech firms are located at the Grenoble cluster for the research environment. While the cluster is very‘demand'driven customers are not directly co-located.
High quality labour supply, a commercial environment and a well functioning cluster are at least as important. Public procurement and lead markets No role of public procurement was identified.
Significant numbers of and spin-offs creating a dynamic business environment; International linkages and visibility strengthening the competitive position of the cluster globally
research laboratories, universities/engineering schools Collaborative research environment stimulated by Minatech (industry-researchpublic triangle) Cluster also has an important joint semiconductor fabrication plant (Crolles2
that was established in northwestern Taiwan to create an environment conducive to high-tech research and development, production, work, life,
Further policy actions should relate to providing a stable regulatory environment, particularly with respect to likely safety,
health and environment impacts of micro-and nanoelectronics. Chapter 5 Industrial Biotechnology EN 149error! Unknown document property name.
In order to avoid such biases from the market environment, we evaluate technological dynamics by looking at patent applications by European, North american and East Asian applicants at their respective home patent office (EPO, USPTO and JPO, respectively).
and were embedded in an environment of existing and established electronics and computing industries. The number of biotechnology companies grew steadily until the mid 1990s,
Next to biotechnology, there are also strong research efforts in nanotechnology/materials and information technology, with many collaborative R&d projects in an interdisciplinary environment.
Further policy actions should relate to providing a stable regulatory environment, particularly with respect to likely safety and health of industrial biotechnology.
optics created the technological environment for optical communication (Jahns, 2001). The next innovation boost in this field will come from mastering the manipulation of the elementary particles of nature,
and a whole range of sensors for chemicals, biological materials and in the environment. Ultimately, photonics even promises to completely replace microelectronics as the technology that computers use to‘think'(optical computing), leading to a huge increase in performance (EC, 2008a.
Furthermore, the research environment is given also attractive the low turnover rate of research specialists and competitive salary levels.
Market failures and drivers for growth The photonics industry in Quebec is characterised by small and medium-size firms thriving on a strong research community and a high quality local business environment.
a dynamic business environment and a strong commitment from governments to support the industry, and the proximity to key markets in the US
A particular strength of the Quebec cluster is its dynamic business environment and proximity to key markets in the US and Canada.
In Europe, the European commission treats photonics as a key technology for the economy of the 21st century because it impacts on many important European industries, such as telecommunication, lighting, environment, health care and life sciences, safety
Political support will particularly be needed in providing the necessary research environment capable of accelerating photonics research,
lies in the improved performance they offer (particularly) in very demanding environments (e g. in terms of temperature, humidity) or for very demanding processes (e g. in terms of capacitance, miniaturisation).
EN comprise structural materials for extreme environments, functional materials for extreme environments, energy efficient materials, electromagnetic materials.
The most important application areas for new advanced materials are currently semiconductors, automotive and aircraft, energy and environment, medicine and health, construction and housing,
In order to avoid such biases from the market environment, we evaluate technological dynamics in advanced materials by looking at patent applications by European, North american and East Asian applicants at their respective home patent office (EPO, USPTO and JPO, respectively).
89 2007 1. 2 2012 5. 2 environment Freedonia (2008) Nanomaterials 1 2006 4. 2 2011 33 semiconductors Freedonia (2007
(2008) Engineering ceramics 4 2006 5. 8 2011 6. 5 machinery, automotive, environment Materials Technology Publications (2007) Powder metallurgy 21 2006
environment (mid-term market volume of €12 billion, e g. polymers and smart packaging), health (e g. tissue engineering),
and promotion of renewable energy use and environment initiative. As noted above, the Wallonia government defined economic redevelopment areas (competitiveness hubs)
Such improvements can result in a wider applicability of materials in very demanding environments (e g. in terms of temperature and humidity),
The most important application areas for new advanced materials are currently semiconductors, automotive and aircraft, energy and environment, medicine and health, construction and housing,
which have to guarantee that new materials do not harm health or the environment. In this situation
While regulations have to be strict in terms of protection negative impacts on safety, health and environment,
At the same time, technology adoption can be expected to increase in the future because of the need to produce even more cost efficiently and in an environment friendly way.
health, environment and safety concerns achieving substantial decrease in unit costs environment and ethic concerns, price-cost advantages over traditional chemicals mastering complex technology long product cycles adoption barriers at the side of potential users Role of public funding for R&d very
high low medium high low low Role of public policy for stimulating demand low no high low no low Significance of health, environment,
as well as health, environment and safety concerns. In microelectronics, being a more mature industry, main challenges refer to combining higher performance of ne microelectronic technologies with a substantial decrease in unit costs.
and the role of environment, health and safety issues. Governments tend to be important players in nanotechnology
Their role tends to be focused more on providing a favourable environment for industry, including to maintain a strong industrial base as a key starting point for developing and commercialising new technologies.
or industrial excellence Finding protagonists to champion cluster development Support collaboration Tax measures and public funding to create favourable business environment
Some KETS need to pay particular attention to health, environment and safety issues. Nanotechnology, industrial biotechnology and advanced materials are to be named here.
as well as a favourable financial environment, including tax incentives for R&d and investment in new technologies.
Above all, venture capital needs a supportive regulatory environment. When private venture capital markets in Europe are not fully capable of providing sufficient funds for start-up and early stage financing,
-Balancing health, environment, safety issues on the one hand and innovation incentives on the other are a main challenge for regulation in the area of KETS.
national and international levels as well as from different policy domains, including research, innovation, education, competition, industry, taxation, health and environment.
Summary of legislation in relation to health, safety and environment aspects of nanomaterials, regulatory research needs and related measures, Commission Staff Working Document, accompanying document to the Communication
IQ (no date), Quebec a dynamic and profitable business environment, Investissement Quebec, http://www. photoniquequebec. ca/documents/Investissement quebec opticsphotonics. pdf ITRI (2010), Industrial Technology
KPMG (2009), Changsha Investment Environment Study 2009, Guangzhou, KPMG Huazhen: 24. KPMG (2009), The Road to Recovery in the Global Semiconductor Industry A Survey of Industry Executives Fourth Quarter 2009.
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