MANAGING AREAS FOR INNOVATIONWILLEM 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

• 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”.

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EfficiencyEfficiency

Knowledge/innovation

Knowledge/innovation

Image/reputation

Image/reputation

Actors/success indicators

• Land/real estate owners• (anchor) tenants• Universities• Research institutes• Start-ups• Local government

Theory?

Case Tenant mix

Community building

Events Physical planning for interaction

Liaison management

Common labs/equipment

Pro-active Branding

Mgt unit+impl.

Aachen new campus

x x x x 57% x

Aarhus IT city

x 14 %

Dublin Digital Hub

x x x x 57% x

Eindhoven HTC

x x x x x x x 100% x

Eindhoven Strijp S

x x x x x 71% x

Helsinki Arabianranta

x x x x x x x 100% x

Magdeburg Science Port

x x 28 %

Manresa Parc Central

x x x x 57%

San Sebastian Pia

x x x x x 86%

77% 44% 66% 66% 56% 56% 66%

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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 / EVALUATION8

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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