Transcript Document

Knowledge Production and diffusion:
why do we need to foster industtry-science relationships?
Manuel Heitor
http://in3.dem.ist.utl.pt
Inovação: “The Chain Link Model”
“Communities
of practice”
Research
Knowledge
Technology platforms
Potential
Invention/
Detailed design Re-design
Markets analytical design
& Test
& Production
Distribution
& market
BUS
Kline & Rosenberg (1986)
A taxonomy for firm trajectories (Pavitt, 1984, 2000)
Supplierdominated
Scaleintensive
Informationintensive
Sciencebased
Specialized
suppliers
Typical core
sectors
- Agriculture
services
- Traditional
Manufacture
- Bulk
materials
- Automobiles
- Civil
engineering
-
- Electronics
- Chemicals
- Machinery
- Instruments
- Software
Main sources
of technology
- Suppliers
- Production
learning
- Production
engineering
- Production
learning
- Design
offices
- Specialized
suppliers
- Software and
systems
departments
- Specialized
suppliers
- R&D
- Basic
research
- Design
- Advanced
users
Main tasks of
technology
strategy
- Use
technology
from
elsewhere to
strengthen
other
competitive
advantages
- Incremental
integration of
changes in
complex
systems.
- Diffusion of
best design
and production
practice
- Design and
operation of
complex
information
processing
systems
- Development
of related
products
- Exploit basic
science
- Development
of related
products
- Obtain
complementar
y assets
- Redraw
divisional
boundaries
- Monitor
advanced user
needs
- Integrate
new
technology
incrementally
Finance
Retailing
Publishing
Travel
Firm’s collaborative activities:
a learning based taxonomy
ONE-WAY
agreements
TWO-WAY
partnerships
R&D
 Licensing
 Cross-licensing
 Joint ventures
 R&D consortia
between firms and
research institutions.
e.g. BRITE, EUREKA,
GROWTH.
 Costumer-supplier
networks (textiles,
electronics, auto)
 Inter-firm technology
collaboration
agreements
 University-Industry
Partnerships
PRODUCTION
 Sub-contracting OEM
(TV sets, PCs)
 Aquisitions
 Co-production
 Moldularization (auto,
aircraft)
 Joint ventures
 New forms of
subcontracting
DISTRIBUTION
 Franshizing
 Joint marketing
 System products
 Standardization of
interfaces
Source: adapted from Mitelka (2001)
• Traditional forms of one-way inter-firm agreements are giving
way to two-way collaborative partnerships
• Knowledge-intensive production now spans to a wide range of
industries following product and process complexity, thus
demanding high skills
Knowledge Production: an evolving scene...
Traditional analysis
CONTEXT
specific community
Emerging
questions
application
SCOPE
disciplinary
transdisciplinary
SKILLS
homogeneity
heterogeneity
ORGANIZATION
Hierarchical & Static
(preserved)
Transient & Dynamic
(changing)
Taxonomy:
Gibbons et al
(1994)
MODE 1
MODE 2
Distributed Knowledge bases
1. An increasing number of sources of knowledge
2. A broad base of effective interaction: fostering
multiple knowledge flows
3. Their dynamics lie in the flows of knowledge , which
may not obey to national science policy
4. The number of nodes in the networks accelerates
with time, being unaffected by existing institutional
structures
5. Knowledge production exhibits heterogeneous,
rather than homogeneous, growth
Source: Keith Smith (2000)
Promoting Systems of Innovation and Competence Building:
…clusters with
diversified partnerships
Networks of Scientific
Cooperation
Chain Linked Model of Innovation
Research
Agendas
Research
Post-Grad
Training
Knowledge
Technology platforms
Knowledge
Detailed design Re-design
Invention/ diffusion
Potential
Markets analytical design
Individual
NTBF´
s
& Test
& Production
Thematic Mobilization
Programmes
Distribution
& market
Knowledge networks:
What can we learn?
• Partnerships reflect that:
- competence is built over time through interactive
learning demanding proximity and there are
increasing returns in the production and use of
knowledge
- competence is localized – some of the knowledge is
tacit and cannot easily be disentangled from the
cluster - it is embodied in people, organizations and
networks
- Competence building should be directed to open
minds to new trajectories
• Therefore, the key to understand shared prosperity is
a better understanding of learning and knowledge