the incubation of firms and the implementation of a technological infrastruuctur in private and public organizations. Implicit in its mission is the requirement for management
and loans for firms. FINEP's strategic management plan was developed in 17 months, in an intense and challenging process of looking into the future of the agency and its role in the national ST&I system.
the political changes that could affect it as a government-owned company. 5. 2 Future perspectives A tool the future timeline was developed
>References Brummer, H. L. 2005)‘ A dynamic competitive analysis model for global mining firms',Doctor of commerce thesis, University of South africa.
and equipment to firms Soft Science Research program Provide reliable scientific advice to national and local policy-makers Source:
-based Firms 783 540 664 827 988 843 1256 1462 Spark Program 100 100 100 105 117
such as a tax rebate for firms'R&d expenditures, as well as the identification of public procurement to promote enterpriises innovation capability.
While there is an abundance of capital in China today, the funding system for commercialization of new firms,
As a result, there is a severe shortage of innovation funding, particulaarl for private firms and for SMES (The Economist 2009;
especiaall large firms, were asked sometimes to provide input, such suggestions were paid not enough attention. 8
2009)‘ China's struggling smaller firms. Small fish in a great pond',10 september 2009..(2011)‘ Entrepreneurship in China.
The institutional actors, such as firms and industrial laboratories, universities and government laboratories, and their networks constitute the national innovation system (Nelson and Rosenberg 1993).
Later, because of financial deficits, the Taiwan Pharmaceutical company gradually sold all of its factories to different private firms (DCB 2003:
) The sector which was unified once institutionalll by the public sector was then split by the private companies.
Both the original Taiwanese companies and the newly arrived Chinese companies had limited numbers of employees and capital with
) Besides manufacturing intermediaries, some local firms imported higher-end intermediaries from countries, such as Japan and Germany,
However, the products of these companies overlapped. The knowledge base of all these firms was chemical engineerrin rather than biotechnology.
Even if modern biotechnollog was developed in the USA in the 1970s, these companies did not adopt any modern biotechnology in their products.
In 1982, to fit the new‘Good Manufacturing Practice'regulations announced by the government, the manufacturing facilities of local SMES were upgraded (Zheng 2001:
However, because of their small size, these companies were unable to innovate or to export their products.
Until 2000, knowledge transfer and collaboraatio between companies were minimal. Competition was the mainstream for the interactions between these companies (DCB 2003:
207). ) Multinational pharmaceutical giants who were attraacte by the government's policies of foreign direct investtmen (FDI)
Nevertheless, since the 1990s, because of the rising cost of manufacturing in Taiwan and the policies of free trade in pharmaceuticals, pharmaceutical MNCS gradually sold their manufacturing facilities to local companies (DCB 2003:
) Only after the 1980s, was modern biotechnology graduaall adopted by the companies producing Chinese herbal medicines.
While the majority of companies still focused on manufacturing and followed the Good Manufacturing Practice rules to upgrade their machinery facilities, in the 1990s,
some of these companies started to establish networks with academics in order to develop new herbaceeou medicines.
all the companies producing Chinese herbal medicines followed the regulations of the US Food and Drug Administration (FDA).
Indeed, the companies that invested in the innovation of Chinese herbal medicines only carried out detailed research related to these single herbal extracts.
Due to the regulations concerning academics, 7 interactions between universities and pharmaceutical firms were forbidden. In fact, the main occasion for academics to practice their knowledge was to support the government in drawing up regulations in order to control the qualities of the pharmaceutiicals For example
Since the universities were supposed not to directly interact with firms, the Development Centre of Biotechnology (DCB),
Taiwan. 275 1984 to apply the research into small molecules from the universities to develop new chemical medicines and then transfer such technologies to local firms.
or transferred manufacturing technologies based on chemical engineering to local companies (Zheng 2001: 202). ) In terms of R&d policies, fundamental biological and pharmaceutical research in universities was funded continuously,
and the DCB was found in 1984 to transfer pharmaceutical technology of chemical engineering from the universities to pharmaceuticca companies (DCB 2010).
However, there was no R&d policy to encourage universities to transfer pharmaceuttica biotechnology to companies, and before the late 1990s, there was no particular target for the funding of R&d policies.
1 Agricultural public research organizations and private companies. The institutions for the innovation of seeds were originally set up by the Japanese government
There were some small local private seed companies surrounndin the Ass which played supplementary roles in the innovation of seeds.
These companies usually focused on specific types of seeds and sold these seeds to farmers.
The technology used by these private companies was the traditional biotechnology of hybridizatiio which was used also by the ASS.
For example, Taikong which was a trade company selling ornameenta fish has worked with the National Taiwan University to develop GM ornamental fish since the 1990s (Taikong 2010.
However, before 2000, the private companies had developed not successfully any new GMOS. Moreover, throughout Taiwanese agricultural history, MNCS such as Monsanto, have not played any role in seed innovation in Taiwan. 3. 2. 2 Universities and their networks.
) Indeed, until the 1990s, the modern biotechnology innovated by the universities was transferred only occasionally to particular agricultural companies, such as Taikong. 3. 2. 3 National institutions:
After that there were fewer and fewer large firms involved in pharmaceutical manufacturing. Competition 278. C.-C. Chung was the main mode of interaction between local SMES.
Because of the regulation of human resources in universities the networks between universities and pharmaceuttica companies were established not clearly.
Only after the 1980s did some Chinese herbal medicine companies occasionally cooperate with the universities to develop new herbaceous medicines.
and should not have any interactions with private companies. Therefore, interactions between scientists in the public universities and pharmaceutical companies were forbidden (LY, 2010.
Chang, Y.-T. 1982) The Development of Agricultural Companies(.Taipei: Linking(.280. C.-C. Chung CLA.
2010),‘Company statement'.'Taikong<http://www. azoo. com. tw/azoo tw/instruction/004. php>accessed 14 december 2010.
with firms and other innovating actors operating in linked environments of institutions and other actors.
firms (large and small, multinatiiona and domestic), universities, public research labs, government ministries and agencies, and intermeddiar bodies, such as industry associations and private consultants.
and design and production in firms..Promote knowledge diffusion: given the distributed nature of knowledge production, knowledge diffusion is an essential function of innovation systems.
between industry and academia or between firms in a business cluster but also commonly occurs through more market-based mechanisms, such as user producer interactions and supply chains.
for example, human resources are developed not only in colleges and universities but also in firms. The mobilisation of resources has important consequences for knowledge development activities. 4. Orienting innovation systems towards grand challenges The special nature of the requirements of grand challenges to find effective solutions brings to the fore concepts such as transformative
or devised by collaborating individuals rather than market-based firms. Turning to the functions of innovation systems presennte earlier, Table 1 uses these to map a number of actions conducive to systemic reorientation towards grand challenges.
i e. large firms, small and medium-sized enterprises, the public sector, the social economy and citizens themselves (CEC 2010).
as reflected, for instance, in the creation of new dedicated horizonscanning centres, the strengthening of parliamentary technology assessment offices and the establishment of dedicated foresight units in firms and public administration.
The situation in private firms has been very similar. Future intelligence units were expected increasingly to provide forward-looking knowledge for operational
but this development is currently being reconsidered in several firms (Daheim and Uerz 2008. This has led to a renewed interest in the institutionaalisatio of forward-looking intelligence,
and companies tend to deal with changes in a reactive rather than a proacttiv mode.
and to prepare firms and governments accordingly. Scenario-based monitoring not only applies to the problems and challenges ahead,
companies or new hybrid institutions may start to impact on this role. Within any of these structures the way science is organised could be different,
diffusion and embedding innovatiions such as universities, public and private R&d organizations, companies and various intermediate organizattions and the collective learning processes between these organizations (Smits et al. 2010).
companies that operate across several jurisdictions report high compliance costs due to multiple regulatory frameworrks The second bottleneck is based the project nature of construction, with little replication at the design level.
Optimizing systems Increasing awareness of global consequences of climate change Economic recession Emission trading starts to have effect on companies Rising living standards in BRIC countries Green values:
if firms and organizations modify their environmental agendas and deem investments in this area to be unnecessary.
which is currently starting to have an effect on companies. The fourth driver is the rising living standards in the BRIC countries (Brazil, Russia, India and China.
Consequently, more concrete regulation and incentives for both citizens and companies will be utilized. The increasing price of energy and raw materials is also a significant driver.
demand forecasting for energy companies, energy performmanc benchmarking for building operators, dynamic pricing and energy consumption monitoring for individual residents.
Telepresence and other virtual services have expanded from the company level to the consumer level. The manufacturing industry is efficient and agile in terms of life cycles
On the other hand, high-end videoconferencing solutions and services are gaining ground within larger companies and organizatioons which use them as a substitute for travel.
Linking technology resources into business planning',International Journal of Technology management, 26:12 9. Gann, D. and Salter, A. 2000)‘ Innovation in project-based, service-enhanced firms:
in order to have mutual agreement on use of results Difficulties to fund projects where a company from abroad receives all the IP rights Differences in open access (OA) policies (such as existing incentivves laws
companies and stakeholder organisations. 33. In the EMIDA ERA NET some difficulties were encounntere in engaging stakeholders from other disciplinnes mainly
Mckinsey & Company 2009; Saritas and Smith 2011), for instance, can be effective in collecting and assessing observations as well as in synthesizing these inputs (Ko nno la et al. 2007;
Mckinsey & Company (2009)‘ How companies are benefiting from Web 2. 0: Mckinsey global survey results',<http://www. mckinseyquarterly. com/>accessed 14 september 2011.
EU 2011 or the different definitions given during the presentations at the Innovation Convention, held 5 6 december 2011 in Brussels). Some institutions and companies have lists of megatrends and regard them as global challenges.
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