Transcript Measuring Research and Experimental Development

Measuring innovation
South Asian Regional Workshop on Science, Technology and Innovation Statistics
Kathmandu, Nepal
6-9 December 2010
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Measuring Innovation
Oslo Manual:
Guidelines for collecting
and interpreting
innovation data
UIS - Annex (OM, 2005):
Innovation Surveys in
Developing Countries
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What is innovation?
 Innovation and economic development;
 Innovation is more than R&D;
 Innovation is the implementation of:
Types of
innovation:

Product;
 Process;
(Technological innovation)
 Marketing;
• New or significantly improved product (good/service)
 Organisational.
or process;
(Non-tech. innovation)
• New marketing or organisational method.
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Why measure innovation?
 Innovation policy should be evidence-based;
 Innovation data...
• to better understand innovation and its relation to
economic growth;
• to
provide indicators for benchmarking national
performance.
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The innovation measurement
framework
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Diffusion and degree of novelty
 Diffusion…
• How innovations spread;
• Economic impact;
 New to the Firm / Market / World;
 Disruptive innovations;
• Significant impact on a market;
• Impact of innovations (as opposed to their novelty);
• May become apparent only long after introduction.
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Innovation activities
Innovation activities:
 All scientific, technological, organisational, financial
and commercial steps which (intended to) lead to the
implementation of innovations;
 Some
innovation activities are themselves
innovative, others are not novel activities but are
necessary;
 R&D that is not directly related to the development
of a specific innovation.
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Innovation activities

For product and process
innovations:

Preparations for marketing
innovations:
•
Intramural (in-house) R&D;
•
•
Acquisition
of
(extramural R&D);
Activities related to the
development
and
implementation
of
new
marketing methods.
•
Acquisition of other external
knowledge;
•
Acquisition of machinery,
equipment and other capital
goods;

Preparations for
organisational innovations:
•
Activities undertaken for the
planning and implementation
of new organisation methods.
R&D
•
Other
preparations
for
product
and
process
innovations;
•
Market
preparations
product innovations;
•
Training.
for
* Expenditures
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Kinds of innovation activities
 Successful - in having resulted in the implementation
of a new innovation (though
commercially successful);
not
necessarily
 Ongoing - work in progress, which has not yet
resulted in the implementation of an innovation;
 Abandoned
- before the implementation of an
innovation.
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Classifying firms by degree of
innovativeness
 Innovative firm:
• The innovations need not have been a commercial
success;
 Innovation-active firm:
• Regardless of whether the activity resulted in the
implementation of an innovation;
 Potentially innovative firm:
• Innovation efforts but no achieved results (period);
• Key element for innovation policy;
• (Annex).
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Factors influencing innovation
 Objectives: Motives for innovating;
 Effects: Outcomes of innovations;
• Competition, demand and markets; Production and
delivery; Workplace organisation; Other (Table 9);
 Hampering factors:
• Reasons for not starting innovation activities at all, or
factors that slow innovation activity or have a negative
effect on expected results;
• Cost, Knowledge, Market and Institutional factors +
Reasons not to innovate.
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Linkages
 Linkages  connections with other agents;
 Source, cost, level of interaction;
 Types of external linkages:
• Open information sources;
• Acquisition of knowledge and technology;
• Innovation co-operation.
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Sources for transfers of
knowledge and technology
Open
Sources for
information purchases of
sources
knowledge
&
technology
Cooperation
partners
Internal sources within the enterprise:
R&D / Production / Marketing / Distribution
Other enterprises within the enterprise group
*
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*
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*
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External market and commercial sources:
Competitors
Other enterprises in the industry
Clients or customers
Consultants / consultancy firms
Suppliers
Commercial laboratories
*
*
*
Public sector sources:
Universities and other higher education institutions
Government / public research institutes
Private non profit research institutes
Specialised public innovation support services
General information sources:
Patent disclosures / Professional conferences, meetings,
literature and journals / Fairs and exhibitions /
Professional associations, trade unions / Other local
associations / Informal contacts or networks / Standards
or standardisation agencies / Public regulations
*
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Data collection
 The “subject” approach

• Innovative behaviour and activities of the firm as a
whole
 Should R&D and innovations surveys be
combined?
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Example - pdt innov/degree of novelty
During the three years 200X to 200Y, did your
enterprise introduce:
(Product innovations)
New or significantly improved goods?
New or significantly improved services?
Yes
()
()
No
()
()
Were any of your product innovations during the three
years 200X to 200Y:
(Degree of novelty)
New to your market?
Only new to your firm?
Yes
()
()
No
()
()
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Example - innovation activities and
expenditures for pdt and pcs innov
During the three years 200X to 200Y, did your enterprise engage in the
following innovation activities:
(Innovation activities and expenditures for
process and product innovations)
In-house R&D
External R&D
Acquisition of machinery, equipment and software
Acquisition of external knowledge
Training for innovative activities
Market introduction of innovations
Other (preparations)
Yes
No
()
()
()
()
()
()
()
()
()
()
()
()
()
()
Amount of
expenditure
$
$
$
$
$
$
$
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Example - organisational innovation
During the three years 200X to 200Y, did your enterprise
introduce:
(Organisational innovations)
New business practices for organising
procedures
New
methods
of
organising
work
responsibilities and decision making
New methods of organising external relations
with other firms or public institutions
Yes
No
()
()
()
()
()
()
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Example - co-operation
During the three years 200X to 200Y, did your enterprise co-operate on any
of your innovation activities with other enterprises or institutions?
( ) Yes ( ) No
Type of innovation co-operation partner
A. Other enterprises within your enterprise group
B. Suppliers of equipment, materials, components, or software
C. Clients or customers
D. Competitors or other enterprises in your sector
E. Consultants, commercial labs, or private R&D institutes
F. Universities or other higher education institutions
G. Government or public research institutes
Location
Within
Abroad
country
()
()
()
()
()
()
()
()
()
()
()
()
()
()
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Example - hampering factors
If your enterprise experienced any hampering factors during the period 200X-200Y, please grade
the importance of the relevant factors.
Degree of importance
Hampering Factors
Excessive perceived economic risks
Economic
Innovation costs too high
factors
Lack of appropriate sources of finance
Organisational rigidities within the enterprise
Lack of qualified personnel
Internal
factors
Lack of information on technology
Lack of information on markets
Insufficient flexibility of regulations or standards
Other
factors
Lack of customer responsiveness to new goods or services
High
Medium
Low
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
()
Not
relevant
()
()
()
()
()
()
()
()
()
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Example - hampering factors (cont.)
Proportion of enterprises that regarded selected hampering factors that they had experienced as
highly important, EU, 1998-2000 (%)
100
75
50
34
25
22
21
15
15 13
8
10
17
8
6
10
15
15 13
8
11 9
16
4 7
31 30
20
15
16
13 12
12
16 13
10 8
24
13
0
Industry
Mining and quarrying
(C)
Manufacturing (D)
Electricity, gas and
water supply (E)
Services
Excessive perceived economic risks
Innovation costs too high
Lack of qualified personnel
Insufficient flexibility of regulations or standards
Wholesale and
commission trade
(51)
Computer activities;
R&D; engineering
and consultancy;
technical testing and
analysis (72, 73,
74.2, 74.3)
Lack of appropriate sources of finance
Source: Eurostat, NewCronos (theme9/innovat/inn_cis3), 2004
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Developing countries
 Developing countries  3rd OM standards, but
adaptations;
 LA: the Bogotá Manual (RICYT, 2001);
 UIS: Annex to 3rd OM…
 Innovation Surveys in Developing Countries.
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Characteristics of innovation in
developing countries
 Size and structure of markets and firms;
 Instability;
 Informality;
 Particular economic and innovation environments;
 Reduced innovation decision-making powers;
 Weak innovation systems;
 Elements of innovation.
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Innovation measurement in
developing countries
 Incorporation
of
innovative firm;
the
concept
of
potentially
 Measurement priorities - why / what / how:
• Innovation
capabilities (HR,
assurance systems, ICTs);
Linkages,
Quality
• Expenditure on innovation activities;
• Organisational innovation.
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Adaptations
 ICTs in innovation surveys
• Strategic use of new technologies (“Front office” vs. “Back office”);
 Linkages
• Agents + Types + Location;
 Innovation Activities
• Hardware purchase and Software purchase (split);
• Industrial design and Engineering activities (split);
• Lease or rental of machinery, equipment and other capital goods;
• In-house software system development;
• Reverse engineering.
 Human resources and training
 Quality and environmental management
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Methodological issues for developing
country contexts
 Weakness of statistical systems;
 Questionnaire design;
 Survey application;
(to be addressed)
 Frequency;
 Publication;
 Difficulties…
• Lack of appreciation of the importance of innovation;
• Managers are secretive about finance;
• Lack of adequate legislative base.
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Thank you!
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[email protected]
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