MANAGING AREAS FOR INNOVATION
WILLEM VAN WINDEN, AMSTERDAM UNIVERSITY OF APPLIED SCIENCES
LUIS DE CARVALHO, ERASMUS SCHOOL OF ECONOMICS
CONTACT: W.VAN.WINDEN@HVA.NL
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QUESTIONS
• WHAT TYPE OF SYNERGIES ARE CHASED AT IN KNOWLEDGE
LOCATIONS
• WHAT INSTRUMENTS ARE APPLIED TO CREATE/PROMOTE
SYNERGIES IN THE LOCATION
• WHAT GOVERNANCE MODES/TYPES ARE APPLIED
KNOWLEDGE LOCATION: A DESIGNATED AREA WITH A FOCUS ON KNOWLEDGE-BASED
ECONOMIC DEVELOPMENT
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CASE STUDIES
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AACHEN: NEW UNIVERSITY CAMPUS
AARHUS: IT CITY KATRINEBJERG
BIALYSTOK: TECHNOLOGY PARK
DUBLIN: THE DIGITAL HUB
EINDHOVEN: HIGH TECH CAMPUS/STRIJP S
HELSINKI: ARABIANRANTA
MAGDEBURG: SCIENCE PORT & CAMPUS
MANRESA: PARC CENTRAL
NEWCASTLE: SCIENCE CENTRAL
SAN SEBASTIAN: PIA/AUDIO-VISUAL
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SOME PRELIMS
•
LITTLE EMPIRICAL SUPPORT FOR “SUCCESS” SCIENCE PARKS &
RELATED CONCEPTS
•
RECENT STUDIES: NON-LOCAL LINKS MATTER MORE
•
“IN BARS, PEOPLE ARE OFTEN TOO DRUNK TO SAY SOMETHING
TECHNICALLY MEANINGFUL”
•
SOME HINTS THAT MANAGEMENT MAY MATTER
•
LITTLE COMPARATIVE RESEARCH ON MANAGEMENT PRACTICES
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TYPES OF SYNERGIES
A SYNERGY ARISES “WHEN THE ORGANIZATION'S PARTS INTERACT TO PRODUCE A
JOINT EFFECT THAT IS GREATER THAN THE SUM OF THE PARTS ACTING ALONE”.
Actors/success indicators
• Land/real estate owners
• (anchor) tenants
• Universities
• Research institutes
• Start-ups
• Local government
Efficiency
Image/rep
utation
Knowledge/i
nnovation
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Theory?
Case
Aachen new
campus
Tenan
t mix
Communit
y building
Events
x
Physical
planning
for
interactio
n
Liaison
managemen
t
Common
labs/equi
pment
x
x
x
Aarhus IT
city
Proactive
Brandin
g
57%
x
Dublin
Digital Hub
x
x
x
Eindhoven
HTC
x
x
x
x
Eindhoven
Strijp S
x
x
x
x
Helsinki
Arabianrant
a
x
x
x
x
Magdeburg
Science Port
x
x
x
Manresa
Parc Central
x
San
Sebastian
Pia
x
x
x
x
x
x
x
14 %
x
57%
x
x
100%
x
x
71%
x
x
100%
x
x
x
Mgt
unit+
impl.
x
28 %
x
57%
x
86%
6
77%
44%
66%
66%
56%
56%
66%
GOVERNANCE
• LOOSE, INFORMAL MODELS: MAGDEBURG, AARHUS
• PUBLIC PRIVATE PARTNERSHIPS: EINDHOVEN (STRIJP S),
DUBLIN, HELSINKI
• PRIVATELY RUN: EINDHOVEN (HTC)
• UNIVERSITY-RUN: AACHEN
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CONCLUSIONS
•
LARGE VARIETY IN MANAGEMENT APPROACHES
•
POLICY MAKERS: STRONG “BELIEF” IN THE POTENTIAL OF
KNOWLEDGE/INNOVATION SYNERGIES
•
MANAGING TENANT MIX IS A CHALLENGE
•
TENANTS: SERVICES (VALUE FOR MONEY) AND
REPUTATION/SIGNALLING MORE IMPORTANT
•
ADDITIONAL GOALS (“REGENERATION”)
•
EASTERN/SOUTHERN EUROPE: SUBSIDY-DRIVEN
•
POOR MONITORING / EVALUATION
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FOR FURTHER RESEARCH
• REPUTATION EFFECTS OF KNOWLEDGE LOCATIONS
• COMPARISON OF MANAGEMENT PRACTICES IN PARKS
FOCUSING ON SIMILAR INDUSTRIES
•
APPLYING MANAGEMENT THEORY ON KNOWLEDGE
LOCATIONS
• MANAGEMENT CHANGES OVER TIME
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