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Innovation policy, information society, telecommunications

Cluster Management ExcellenceVolume 1: Network Services

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Network service as element of success

EditorsThe KompetenznetzeDeutschland InitiativeDipl.-Pol. ClaudiaMartina BuhlDr. GerdMeier zu Köckerc/o VDI/VDE Innovation + Technik GmbHSteinplatz 110623 BerlinGermanyPhone: +49 30 310078-219Fax: +49 30 310078-222kompetenznetze@vdivde-it.dewww.kompetenznetze.dewww.vdivde-it.de

The KompetenznetzeDeutschland Initiative is funded by the FederalMinistry of Economicsand Technology following a decision by theGerman Bundestag.

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Published byFederalMinistry of Economicsand TechnologyPublic Relations Department10115 BerlinGermanywww.bmwi.de

January 2009

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Innovation policy, information society, telecommunications

Cluster Management ExcellenceVolume 1: Network Services

Introduction 7

1. Need-oriented services as a supportive element of successful clusterand network development 9

1.1 Aims of thepublication 9

1.2 “Networkof Competence” competition 11

2. Increasing innovative power through cooperations in networks and clusters 13

2.1 Particularities of the cluster andnetwork concept 13

2.1.1 Advantages of cluster andnetwork cooperations 17

2.1.2 Challenges of cluster andnetwork cooperations 18

2.2 SME - Greater success through cluster andnetwork commitment? 18

3. Importance of network services for the success of networks 20

3.1 What arenetwork services? A first clarificationof definition 20

3.2 Rangeof possibilities of network services 20

3.2.1 Classification of network services content-wise 21

3.2.2 Classification of network services organization-wise 21

3.3 Whyarenetwork services important? 23

3.3.1 Chances and risks of network services 23

3.3.2 Network services as an instrument of networkmanagementand of network/cluster development 26

4. Strategies for the conception of network services 30

4.1 Conception anddevelopment of network services 30

4.2 Authorization and implementationof network services 31

4.3 Evaluation and implications of network services 31

4.4 Résumé: guidelines for network services 32

5. Categories of network services 36

5.1 Personnel services 37

5.1.1 Personnel service concept ”One application – 60 recipients“ of car e. V. 38

5.1.1.1 Presentation of the network 38

5.1.1.2 Brief description of the service ”One application – 60 recipients“ 39

5.1.1.3 ”One application – 60 recipients“ 40

5.1.1.3.1 Underlying problems 40

5.1.1.3.2 Strategic approach and implementation of the service 40

5.1.1.3.3 Financing and sustainability of the service 41

5.1.2 Personnel service concept ”Sensorics skilled personnel pool“of the Strategic Partnership for Sensor Technology 41


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Content

5

5.1.2.2 Brief description of the service ”Sensorics skilled personnel pool“ 42

5.1.2.3 ”Sensorics skilled personnel pool“ 43


5.1.2.3.2 Strategic approach and implementation 43


5.2 Basic and further training 44

5.2.1 Young talentwork concept “Bergischer Bildungspreis Automotive“of theAutomotive Economic Region of the Bergisch Triangle 46


5.2.1.2 Brief description of the service “Bergischer Bildungspreis Automotive“ 46

5.2.1.3 “Bergischer Bildungspreis Automotive“ 47




5.2.2 Training concept ”Summer School“ of IVAMe. V. 48


5.2.2.2 Brief description of the service ”Summer School” 49

5.2.2.3 “Summer School“ 50




5.2.3 Further training concept ”Training to be a process coordinator for plastics“of theMaterials InnovationNetwork of Northern Bavaria 51


5.2.3.2 Brief description of the service ”Process coordinator“ 53

5.2.3.3 Training to be a ”Process coordinator for plastics“ 53




5.3 Fundingof innovations and start-ups 53

5.3.1 Technology and innovation concept ”VDCDemoand InnovationCentre“ of VirtualDimensionCenter Fellbachw. V. 54


5.3.1.2 Brief description of VDCDemoand InnovationCentre 55

5.3.1.3 VDCDemoand InnovationCentre 56




5.3.2 ”Coach&Connect“ – the support programme for younghigh-tech companiesof the Economic Initiative of BadenWürttemberg: Connected e. V. (bwcon) 57


5.3.2.2 Brief description of the service ”Coach&Connect“ 57

5.3.2.3 ”Coach&Connect“ 58




5.4 Public relations 60

5.4.1 Networkmarketing andpublic relations concept of the BioRegioN –Regional Initiative Life Sciences of Lower Saxony 62

5.4.1.1 Brief description of the service ”Networkmarketing andpublic relations“ 62

5.4.1.2 ”Networkmarketing andpublic relations“ 63




5.5 Communication andexchangeof experience 64

5.5.1 Communication structure and exchange of experience concept of CFKValley Stade e. V. 67


5.5.1.2 Brief description of the service ”Advisory councils andworking groups” 68

5.5.1.3 Systematic support for success-oriented technology development in theworking groups 69




5.5.2 Communication and exchange of experience concept of the BioRegio of Regensburg 70


5.5.2.2 Brief description of the service ”Interdisciplinarity Agency BIOTECH“ 72

5.5.2.3 ”Interdisciplinarity Agency BIOTECH“ 72




5.5.3 Specialization and collaboration concept of NEMOVisQuaNet 73


5.5.3.2 Brief description of the service ”Specialized collaboration service VisQuaNet“ 73

5.5.3.3 “Specialized collaboration service VisQuaNet“ 73




6 The Kompetenznetze Deutschland Initiative 77

7 List of Authors 81

8 Literature 82

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Introduction

In recent years, there has beena comprehensive andintensive debate about thedevelopment of networksand clusters and their importance for regionalcompetitiveness. In so doing, the emphasis has beenplacedonagreat variety of aspects, such as theestablishment and further development of efficientnetwork structures, areas of activity ofManagement,internal processes of communicationor componentsof public funding and support by players settingframeworks. However, the focus has so far been less onspecific possibilities formeasures of support onbehalfof network and cluster players involved – the so-callednetwork services.

Butwhat is specific about network and clusterservices? Practice shows that the success of networksand clusters greatly depends, amongother things, ontheperformance andnotably on the added value ofnetwork/clustermanagement offered to thepartnersconcerned. Enterprises in particular are typically onlyactive innetworks and clusters if apart from intensivecooperations, these target groups canprofit fromclearly communicable added value. This becomesevenmore important if affiliation to anetwork and/orcluster costsmoney. In that case, the costs of affiliationhave to be offset bymultiple supportivemeasures andoffers.

Network services can thus be seen as an importantinstrument on thepart of network and/or clustermanagement in order to be able to generate thenecessary added value aswishedbymembers. In thatregard, a distinctionmust bemadebetween classicalservices on the onehandandnovel, highly innovatedservices on the other hand. The classical services arewell knownandhave already beenanalyzed andillustrated repeatedly.With some research effort it iseasy to identify these services, such as inter-companysocials,workshops, trips by delegations, newsletters,etc. Any experiencednetwork/clustermanagerwillhave either implemented such services already orwillnot offer themdeliberately if, for example,membersare not interested in them.

Particularly successful network and clustermanagementswill rather be characterizedby thefact that aside from“standard services”, they offerinteresting, innovative services aswell. Conceived inaccordancewithneeds and implemented successfully,it is thesenetwork services that are highly acceptedbymemberswhile frequently resulting in closer linkswith thenetwork.

“But howdo these innovative network serviceslook like?”, “What has to be taken into accountwhiledeveloping service offers?” or, “Whichnetworkthemes are especially suited for services?” It goeswithout saying that there is no standard solution, assuch services are primarily geared topractical needsand thus greatly dependon thenetwork structureand theneeds ofmembers.

Nevertheless, there are someaspectswhichbasically have to be consideredwhile developing andimplementing themandwhichgenerally apply tomanynetworks and clusters. Thepresent publication,choosing a very illustrative andpractice-orientedpresentation, therefore answersmanyquestionsrelating to the context of “network and clusterservices” and shows an interesting rangeof serviceoffers. It is notable that the chosen services have beenconceived in accordancewithpractical needs andbeen implemented successfully and that, in principle,theycanbeeasily transferred toothernetworks/clusterstructures.

Wehope thatwith this publicationwe canbringthe subject of “innovative network services” closer toyou and initiate a debate fromwhich, in the end, newandstill totallyunknownnetwork services could result.

Dr. GerdMeier zuKöckerHeadof theOfficeof theKompetenznetzeDeutschland Initiative

Network service as element of success8

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1. Need-oriented services as a supportiveelement of successful cluster and networkdevelopment

Claudia Martina Buhl

The continuous development of innovative productsand processes is one of the crucial aspects to be able tokeep not only pacewithin the global economic andtechnological processes, but to occupy a leadingposition aswell. In so doing, future incrementalinnovations that only produce optimized products orprocess adaptationswill no longer suffice to establishnational or even internationalmarket leadership.Radical innovations, that is, producing “worldnovelties” and their timely, large-scalemarketintroduction, are rather becomingmore andmoreimportant to generate sustainable growth.

On account of the increased sophistication of(both incremental and radical) innovations, of thetechnologies used and the special know-howneededfor it, individual players are less and less capable ofproviding the necessary competences and resources.Inorder toremaincompetitivenonetheless, adaptationshave to bemade. One of themeasures practisedmostfrequently is to link one’s own skills and know-howwith that of other players. Joint cooperation betweendifferent players, such as companies, universities andcolleges, research and educational institutionsaswell as service providers or even public businessdevelopment institutions in so-called technologicalor branch-specific innovation networks, is thus one ofthe answers to the challenges of global competition.

Before innovation products and processesresult from successful network and cluster activity,cooperation structures need to be initiated, built onexisting ones and be intensified. From this processnetwork and cluster organizations can develop thatare effective and sustainable in themediumand longrun. However, on the side of the players involved thereare initially always different, individual institutionswith a tradition that has evolved over the time,specially developed structures, own regulations andcharacteristicworkingmethods andprocesses for therelevant system that have an impact onnetwork andcluster activities. This implies that a joint basis has tobe created from the existing structures and actionpotentials in order to start off development processesfrom that basis.

Numerous investigationsmake clear in thatregard that networks and clusters thatmay besupported by a qualified organization unit in thedevelopment processes described above (as, forexample, an office ormanagement head office) have

established faster andmore efficient workingstructures, allowingmembers to concentrate ontheir core activities.

In addition towell-functioningworkingprocessesand intensive relations of cooperation, the playersinvolved see the advantage of a network or clustercommitment particularly in the provision of need-oriented network-specific network services. Thatmeans, for the affiliated players different kindsand forms of services are providedwhich are oftendevelopedandofferedby theOfficeorbyManagementandwhich particularly

3 address issues and fields of problems of (daily)network and cluster activity,

3 reduce the cost for individual approaches bymembers in terms of timeand financial resources,

3 guarantee concentration on the specificcompetencies ofmembers, and

3 enhance the efficiency of individual players andthat of the network and cluster as awhole.

One important aspect of network services is thathigh added value and successful results are generatedfor their respective players, whichwithout a networkand cluster involvementwould only have beenpossible employing a great amount of human,financial ormaterial resources. Need-optimizedservices can thus offer a chance to effectively supportmembers on the one hand and the entire network onthe other hand in its economic development.

1.1 Aims of the publication

In the last few years numerous, very good serviceshave been realized in networks and clusters. Analysesof the different services clearly show:Howeverheterogeneous the individual approachesmay bewhen clusters characteristics are considered, thereare still common superordinate service categories insubstance,whicharemainly translated into supportivemeasures. Thatmeans,many networks and clustersface similar problems or needs. But in viewof a greatvariety of aspects, such as a lack of creative ideas orpossible solutions, scarce financial orhuman resourcesandnot clearly defined demands, there are frequentlydifficulties in translating identifiable needs intosuitable need-oriented services.

It is therefore theaimof thispublication topresent,on the one hand, the theoretical foundations of thevery complex subject of “network services” in apractical way and, on the other hand, introduce ideasfor successful and innovative problem solutions,services or possibilities of support. The publicationpoints out network services in the formof “best-practice examples” developed by all networks andtheir offices, which are among themost efficientnetworks of the Federal Republic of Germany and arethus engaged in the KompetenznetzeDeutschlandInitiative.

In order tomake possible a comparison betweenservices in spite of their heterogeneity, the individualservices have beendescribed in a unitary formon thebasis of the following classification:

3 Presentation of the correspondingnetwork todocument, on the one hand, the particularities ofthenetworkand, on theotherhand, tounderstandthecircumstancesprevailing in thecontextofneed.

3 Clarification of the underlying problem,whichoriginallywas the basis for the conception of theservice concerned.

3 Description of the strategic approach and of theimplementation of the service.

3 Presentation of the financing and sustainabilityof the service.

In addition, the individual service presentationshave been evaluatedwith regard to their transferabi-lity to other network and cluster structures. In doingthis, the “degree of transferability” of every servicehas been ascertained on the basis of the followingcharacteristics:

Given the great diversity of very goodnetworkand cluster services implemented in the networks ofthe KompetenznetzeDeutschland Initiative, networkand cluster services have been selected for thispublication thatwere submitted as a contribution to

Table 1: Degree of transferability to other network and cluster structures

Degree of transferability Description of determination of degree

4 = very good transferability Can be transferred “one to one” to othernetworkswithout further development oradaptations.

3 = good transferability Can basically be transferred to other networksand clusters and/or branches or value creationchains following slight adaptations toindividual problems.

2 = conditional transferability Can be transferred to other problems or fieldsof activity only selectively or following deep-going changes or adaptation.

1 = relatively bad or no transferability The service has been designed specially to suitthe needs of the corresponding network orcluster or is the result of practical activity, sothat transferability is only possible following acomplete reformulation or is not at all possible.

10 Network service as element of success

1/Note: The selection or sequence of presentations of network and cluster services is, however, not indicative of their placewithin theCompetition “Network of Competence 2008”, but numerous, highly network-specific service offers have been submitted that can onlyconditionally or relatively badly be related to other structures.

the competition “Network of Competence 2008” (seechapter 1.2). Of all competition contributions, thosenetwork and cluster serviceswill be presentedwhichcan be transferred verywell orwell to other networkand cluster conditions 1. The aim is to ensure thattested, practice-oriented problem solutions andservices can also be applied in other networks andclusters, integrating their specific features, and thatthey canhave a relatively prompt impact, for examplefor intensifying internal communication processes,improving public relations or increasing efficiency.

1.2 “Network of Competence”competition

TheKompetenznetzeDeutschland Initiative, which isfunded following a resolution of theGermanBundes-tag by the FederalMinistry of Economics and Techno-logy, unites themost innovative and efficient nationalnetworkswith a technological orientation. Thesecompetence networks are characterized by intensiveaction and cooperation on behalf of the innovativepartners and by jointly defined goals, standing out fortheir high proximity tomarkets and industries, strongregional ties, dynamics and flexibility. All of thesecharacteristicsmake the networks and clustersengaged in this initiative a core element oftechnological efficiency, of economic growth andcompetitiveness. Beyond that, they represent theconcentrated capabilities of the Federal Republic ofGermany in numerous economic and technical areas.

Nevertheless, networks and clusters arecontinuously evolving in order not only tomaintaintheir efficiency, but to strengthen themand adaptthem to changingmacro-economic conditions andrequirements.While younger networks are usuallyoccupiedwith their constitution at the beginning,established competence networks and clusters arefacing the task of developing further in keepingwithchanging requirements. Relevant questions are,amongothers, theway existingmarkets arechanging,where newones are emerging, how toachieve an adequate international positioning,whichqualificationswill be gaining in importance, theway

technological trends of the futurewill look like, whereone’s own technological competenceswill be able toconquernewfieldsofapplicationandwhichregulationsandprocesses have to be taken into account to agreater extent, etc.

In this context it is a special strength of networksand clusters to respond again and again to ever-newchallenges of national and international competitionin an adequate and flexibleway. As far as theserequirements and conditions are concerned, theKompetenznetzeDeutschland Initiativewants toactively support the networks and clusters associatedto it and to successfullymaster these challenges. Indoing this, special emphasis has been laid on thepossibility to identify outstanding activities andinstruments of individual networks and clusters andto offer prizes to them. Thus the KompetenznetzeDeutschland Initiative promotes the annualcompetition “Network of Competence”, whichofficially recognizes achievements by the networksinvolved, awarding a prize that has been endowed.

The competition addresses every year a differentnetwork-specific theme and, in awarding the prize,doesnot confine itself to lookingat things in retrospect,but practically aims to show to other networks andclustersdifferent concepts, potential problemsolutions,best-practice examples or support options in order todevelop its own future-oriented activities. In thismanner, thewhole initiative is to profit from theexperience and successes of individual networks andclusters and thereby develop further jointly.

In the framework of the round of competitions“Best Network Service” innovative service offers havebeen submitted by affiliated networks of the Kompe-tenznetzeDeutschland Initiative, conceived andimplementedbynetworkcoordinatorsoran institutionentrustedwith this task. It was important that theservice did not confine itself to the regular division oflabourwithin the framework of cooperation, that asystematic process of determiningneedswas institutedbefore the service development started and that theserviceswere established on a sustainable basis.

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In the category “Best Network Service” threenetworkswere awarded prizes:

1. Baden-Württemberg: Connected e. V. (bwcon)

with “Coach&Connect” – the supportprogramme for younghigh-tech companies

2. Materials InnovationNetworkofNorthern

Bavaria (WIN)

with the further training programme “Training tobe a process coordinator for plastics”

3. competence center automotive region

Aachen/EuregioMaas-Rhein (car e. V.)

with the personnel service project “Oneapplication – 60 recipients”

In order to award prizes to three networks andclusters each in every round of competitions, theinnovative andneed-oriented instruments,programmes, projects,measures ormethodsdeveloped and applied bymembers of the Kompe-tenznetzeDeutschland Initiative andhaving stoodthe test of practice, will also bemade available toother networks and clusters in a “best-practiceguideline” according to themotto “learning fromthe best networks”.

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The past decades have beenmarked by a historicallyunprecedented process of globalization,where globalmarkets have emerged as a result of the liberalizationofworld trade and of the financialmarkets aswellas of enormous progress achieved in the field ofcommunication and information technologies. In thisprocess, international competition on theworldwidemarkets also has far-reaching effects on the regionaleconomic structure. The still advancing globalizationhas not only led tomore intense competition amongcompanies, but also and above all amongdifferentlocations. As a result, locations –municipalities,regions, states – are entering into direct competition.This hasmadea clearpositioningwithin this locationalcompetition imperative.

Locationswhere thegeneral economic conditionsare good,where a criticalmass of different age groupsof an industrial branchor an innovation field is locatedandwhich closely cooperatewith each other alongthe value creation chain and cultivate intensiverelations of interaction are forecasted to have the bestgrowth prospects. In this connection, networks andclusters are considered to be one of the possiblesolutions that can respondmost rapidly and flexiblyto the challenges arising in thewake of the changingprocesses of innovation andglobalization of theeconomy.

Inmany regions of theworld various initiativesandmeasures have therefore been adopted to step uptheprocess of initiationandestablishmentofnetworksand clusters. On the one hand, the public promotionof business haswitnessed a change away from theconcentrationof individual companies to theeconomicdevelopment of the region as a location of businessactivities. On the other hand,many networks andclusters have originated through so-called “bottom-up” processes, i.e. industrial and research-basedmergers that havemostly evolved historically as aresult of long-standing relations of cooperation.

2.1 Particularities of the clusterand network concept

Economic and technological developments usuallydo not come about across entire regions, butmainlyresult fromagglomeration in one area, i.e. in regionswith an appropriate research potential and economic

potency. In that field research results canbe translatedrelatively promptly intomarketable products,processes and/or services. If the focus of attention isthus on positioning in the competition betweendifferent locations or on innovation and businesspromotion, this context has been described in analmost inflationaryway in recent decadeswith theconcepts “cluster” and “network”. The currentpopularity of the cluster andnetwork concept can,inter alia, be substantiated by the thesis that it is seenas a crucial instrument for enhancingcompetitivenessand, based on it, contributes to guaranteeingregional employment. In this process, communicabledifferentiating features are becoming of outstandingsignificance. (Kiese 2008).

Butwhich particularities of definition characte-rize the two concepts andhow can they be delimited?

Cluster concept:Following the definition byMichael E. Porter, clustersare defined as geographical concentration ofinterlinked companies and institutions in relatedbranches of industry that complement each other byjoint relations of exchange and activities along one(several) value creation chain(s) (Porter 1990).Well-functioning cluster structures extend in athree-dimensional space. Thismeans, they aredistributed horizontally all theway tomanufacturersof complementary products and services andvertically through the sales channels, down to thecustomers.

The “geographical component”, i.e. the regionalor spatial proximity of the individual players to eachother, is of great importance for clusters.Nevertheless,the concentration of the relevant playerswithin onebranch or field of innovation only symbolizes theavailable cluster potential.

But onlywhen regionality has a positive effect onprocesses of labour, exchange and communication ofthe local players and relations of cooperation developtherefrom, does the cluster potential develop intoeffective cluster structures. However, the relations ofcooperation in clusters are basically characterized bymore or less loose ties (“weak ties”) (Granovetter 1973).

Network concept:Networks are regionally concentrated local, butsupra-regionallyoperating, associationsof cooperationof competent partners from science, research and the

2. Increasing innovative power throughcooperations in networks and clusters

Chart 1: Graphic distinction between cluster potential andeffective cluster structures

Available clusterpotential

Interlinked andfunctioning

cluster structures

2/ Note: The definition is oriented on the definition of “competence networks” of the KompetenznetzeDeutschland Initiative.

Office/management level

Research establishments/universities/colleges

Enterprises/SMEsand big enterprises

Players like financial institutions/trainingestablishments/business promotion, etc.


economywith a common thematic focus2. As a rule,networks comprise the different levels of the valuecreation chain (vertical interlinking) and differentbranches anddisciplines (horizontal interlinking).Networks are characterizedby intensive, goal-orientedinteraction by the players involved. The close andabove all early cooperation between researchinstitutions and companies helps to speed up thetransfer of know-how, so that companies can profitfrom the research results. Research establishments onthe other hand thus find efficient economic partnersfor turning their research results intomarketableproducts and services.

This enables networks to enhance their capabilityfor innovation considerably and to contribute to theprofiling andpositioning of regions in internationalcompetition. Itmust be seen, however, that networksaremore than a loose nexus of relations between

players because their affiliation in a cooperation asso-ciation ismostly based onhistorically evolved andpersonallymotivated relations of trust and a high rateof contact between the players involved, as a result ofwhich their cooperation is frequently of a bindingcharacter and is based on sustainability and a longer-term timehorizon.

Within networks there are processes ofknowledge and information exchange ondifferentlevels, ranging from informal information exchangeto the joint implementation of projects. Networks do,however, only contribute to innovation developmentif they are open and above all dynamic, while sealed-off networks, so-called closed shops, in contrast ratherhinder development.

Generally it is a fact that the interlinking ofresearch institutions, enterprises and public players

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Source: Institute of Innovation and Technology (iit)

Chart 2: Ideal-type intra-network makeup

3/ Note: In some literatures and contexts the concepts “clusters” and “networks” are used synonymously; in the otherwords, they only differbyminor nuances of definition. The aspects described by the authors of the publication and the service offers presented,which are verymuchoriented to practical needs, are suited for implementation in both clusters and networks. In the following,wewill therefore not explicitly referto clusters andnetworks, but are generally concernedwith service offers able to be established in regional corporate research associations.

in clusters andnetworks3, including a functioningtechnology transfer, is, on the one hand, key tostrengthening innovative power and therefore, on theother hand, amotor for processes of growth. In viewof that, (branch-specific) networks or structures similarto networks can emergewithin bigger clusters(Sydow/Lerch 2007)with a view to intensifyingcooperation, andnetworks can likewisebeaneffectiveinstrument for developing clusters systematically.

However, the national competitiveness and anincrease in the productivity of branches of industryare not only determined by the existence of effectivecluster andnetworks structures, but they depend intheir essence, according toM. Porter, on fourcomponents (“diamondmodel”): factor conditions,demandconditions, relatedand supportingbranches,and the respective corporate strategy, corporatestructure anddomestic competition.

The factor conditionsdescribe the local availabi-lity of human resources, capital resources andnaturalresources aswell as of scientific and technological in-frastructures. In this regard, the competitiveness in-creaseswhile simultaneously the availability, the qua-lity and the specialization of the factor conditionsimprove. Bydemand conditionsweunderstand thelocal presence of ambitious and innovative purcha-sers, whose high demands are a challenge tomanu-facturers to developmore andmore innovations. Thismakes it possible to increase supra-regional demandand to give local enterprises a competitive edge.Sub-contractors andentrepreneurial serviceprovidersfrom related and supportingbranches can likewiseencourage the competitiveness and productivity oflocal enterprises bymaking their components orservices flow into the products of cluster players. Thecorporate strategy and (domestic) competition

between the individual enterprises forces them tocontinuously improve andnewly develop innovative

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Source: Office of the KompetenznetzeDeutschland Initiative

More rapid technology transfer, translation ofresearch results into innovative products

Communication ofmarket requirements fromthe viewpoint of companies

Cooperation between basicand application-orientedresearch

Network-specific trainingoffers

Availability of venturecapital

Scientific institutes(univ, coll)Basic research

Researchanddevelopment(application-orientedresearch)

Basic andfurther training

Serviceproviders(e.g. finances)

Companies (bigcompanies, SMEs)


human, capital and naturalresourcesdoes country haveprogressive productionfactorssuperior factor-formingmechanisms (training/research)well-developedinfrastructures

Factor conditions

Contingency

Publicplayers

do organizational structuresmeet demand by branchesis there amatch betweengoals and competitiverequirementscompetition between playersasmotivation for innovation

Corporate strategy,structure and competition

does country haveinternationally renownedsuppliersexistence of strongpositions in importantrelated branches

Related and supportingbranches

are branch customers themost progressiveextraordinary demand inspecialized segmentslocal demand triggersinternational demand

Demand conditions

Chart 3: “Diamond model”

products and processes, which in the last analysisalso leads to higher competitiveness and increasedproductivity.

Clusters andnetworks are basically distinguishedby a large number of players and above all by a great

diversity of players, which are favourable conditionsfor dense communication networks (Brandt/Krätke/Hahn/Borst 2008), and, in turn, trigger off learningprocesses and learning effects. The sole existence ofplayerswould not trigger innovation developments,as those are always based on feedback processes and

Source: Institute of Innovation and Technology (iit) based on themodel ofMichael Porter (1990)

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require intensive relations of integration,which,however, can also be built specifically by a network/clustermanagement (see “Communication structureand exchange of experience concept” of CFK-ValleyStade, chapter 5.5.1). Moreover, networks and clustersare characterized by a “pool of resources” regardinghighly qualifiedmanpower, by access to differentsales channels and sub-contractingmarkets and areusually endowedwith a good communicationtransport and traffic infrastructure.

The collective, goal-oriented cooperation bet-weenhighly different groups of players is capable ofgenerating innovationswith a specifically high value-added potential evenmore promptly and effectively.The rapid transfer of technology andproductswithinthe various levels of the value creation chain leads toan enormous competitive edge on the national andinternational economicmarket.

2.1.1 Advantages of cluster andnetwork cooperations

The success ofmany business enterprises is not onlybased on their ownwell-developed strengths andstrategic potentials. In the face of factors such as thedevelopment of technological innovations atincreasingly shorter intervals, the ever-greatercomplexity of products, services and processes, thecontinued adaptation to changed general economicconditions, etc. individual strengthsandachievementsby different players are often being combined tomaximize strengths.

By acting jointly, it is possible to rationalize, apartfromother aspects, above all internal processes incompanies and institutions,make use of synergiesbetween the partners involved, pool resources, shareand reduce risks and generate additional profits byadopting a different approach to competitors. Inaddition to that, by cooperatingwith each other, thefollowing advantages can be achieved in terms ofpersonnel and businessmanagement (Meier zuKöcker/Buhl 2008):

Advantages in termsof personnel:

3 Bundling of individual specializations, i.e. of therelevant strengths of the players involved,enabling each of them to concentrate on theirspecific competencies

3 Acquisition and addition of complementarycompetencies and resources (offsetting a lack ofcapacities that are not available or cannot beused up)

3 Exploitation of existing capacities

3 Building a know-howpool

3 Reducing insecurities (exchange of experience)

3 Improving the state of information

3 Emergence of newqualification profiles and, as aresult, development of differentiating features

3 Learning advantages –mutual use of know-howand resources and increased know-how throughparticipation in the specializations ofmembers

3 Support for the partners involved, usuallythrough anetwork/clustermanagement thatoffers a variety of services to relieve personnelfrom superordinate tasks, or also offers standardsolutions, thereby generating an additionalvalue for the players involved

Advantages in termsof businessmanagement:

3 Increasing productivity by facilitating access toproduction factors, includinghighly specializedpersonnel, the rapid dissemination of superiortechnologies and forms of organization andcomparabilitywith playerswithin one networkand/or cluster (in case of regional concentration)

3 Commercialization is facilitated through jointsales channels, transparentmarkets orcomparatively low costs ofmarket entry(homogeneous profit sharing for the partners)

3 Using sales channels of the partners concernedand thereby augmenting own sales network

3 Decreasing personnel costs throughmobility ofpersonnelwithin the network (particularly R&Dpersonnel)

3 Strengthening and improvingmarket position

3 Openingupnew salesmarkets andwinningnewcustomers

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3 Reducing production times

3 Enlarging the range of products offered/production andpossibility of offering completesystem solutions andprocesses

3 Lowering development andmanufacturing costs

3 Businessmodels geared to benefit throughoutandwin-win strategies.

Besides the individual advantages for theemployees resulting from increased personalcompetence on the one hand and for the companiesand institutions concerned and, on the other hand,the benefit for the companies and institutionsinvolved in terms of businessmanagement andpersonnel, networks and clusters are lending regionsaprofile in thenational and international competitionbetween locations by enhancing the capabilities ofthe region, enabling it to develop an active policy oflocal business promotion and settlement (Meier zuKöcker/Buhl 2008).

2.1.2 Challenges of cluster andnetwork cooperations

In clusters and primarily in initiating and establishingnetwork structures, players and/or initiators areconfrontedwith numerous challenges.Majorchallenges are, on the one hand, searching for andfinding appropriate partners unless they belong to anexus of relationships that has evolved over the time,and, on the other hand, developing relations ofcooperationwhich suit that purpose.

Apart frombuilding relations of cooperation,the development ofmutual structures of trust is anequally big challenge, becausewhendifferentcompanies and institutions interact, independentsystemsmeetwith their own rules, workingmethodsand structures that aremade part of network andcluster processes.Moreover, it is necessary tocoordinate actionwithin cooperation associationswith all partners in certain part-segments, as a resultofwhich the sole decision-makingmonopoly isimpaired. As there exists a bigger group of playersthen, coordinated decision-makingmechanisms haveto be introduced and observed,which, howevermayslowdownprocedures of coordination. Furtherchallenges (possible limitations of networks for theindividual partner) would be

3 no sole use of patents of the newly developedproduct and process innovations

3 exposure of one’s own know-how if competitorsare given free access

3 no sole use of profits

3 partly longer process times as a result ofcomprehensive coordination efforts by theplayers involved

3 frequently additional tasks that often have to beexecuted in parallel to the normal day-to-daybusiness (i.e. the availableworking time fornetwork tasks and the associated costsmustrelate profitably to the benefit resulting from thenetwork activity).

Nevertheless, considering the possibledisadvantages and/or challenges of cooperation innetworks and clusters, especially concerning theexclusive use of innovations andprofits, one shouldalso consider if thesewould have arisen at all withoutnetwork activitieswith the associated partners.

2.2 SMEs – greater successthrough cluster and networkcommitment?

In the Federal Republic of Germany 200,000 smallandmedium-sized enterprises (SME) from theindustrial and service sector are launchingnewproducts and processes on themarket every year. Ofthese SMEs, about 35,000 enterprises are regularlyactive in the field of research anddevelopment. Thesecompanies thus have an immense importance for thenational innovation dynamics and competitiveness ofGermany on the international technologymarket.However, it appears that SMEs tend to be less“innovative” than bigger enterprises since innovationactivity only increases as enterprises becomebigger(Kirner/Som/Dreher/Wiesenmaier 2006). Comparedwith bigger enterprises, small andmedium-sizedcompanies are less endowedwith different kinds ofresources. This applies, amongother things, to theircapitalization, the range of qualifications andcompetencies available or their national andinternational interlinking. Additionally, the processof innovation of SMEs differs enormously from the bigcompanies doing systematic researchwork.


19

Generally, SMEsonlyhavea relatively low researchbudget and innovation products or processes arebased less on systematic researchwork than onconstructive developmentwork, product variations ororganizational changes.Moreover, inmany SMEsinnovative activitiesmainly result fromdaily processesofwork andproduction (Brandt/Krätke/Hahn/Borst2008). Thismay be explained, amongother things, bya complete lack of research anddevelopmentpersonnel or limited financial resources allowingthem to employ personnelmostly or exclusively forresearch anddevelopment activities.

In contrast, SMEs exhibit numerous advantagesthatmight foster innovations if specific use ismade ofthem. As far as SMEs are concerned, decision-makingchannels are typically shorter and less bureaucratic,they are frequently closer to themarket and tocustomers and aremostlymore flexible than large-scale enterprises (Kirner/Som/Dreher/Wiesenmaier2006), because their structures are usually lessdiversified.

However, at the same time thewhole process ofinnovation is complex in severalways, ranging fromthe idea for newproducts, techniques and organiza-tional solutions via research anddevelopment andmanufacturing tomarket introduction and broadmarket penetration. In addition to the complexity ofthe innovation process, its character has also changedin recent years. Thatmeans, innovation cycles areconsiderably faster today and innovations per se aremuchmore comprehensive and often go beyond theboundary of disciplines and subjects, as a result ofwhich they are often of a systemic type.

In viewof all these factors, special efforts need tobemade for SMEs to implement innovations nonethe-less. In this connection cooperationswill becomeevenmore important for SMEs tomaintain the inter-disciplinarity of research anddevelopment and thesystemic character of innovations. Inmany placesregional networks have shown to bemeaningful andeffective institutionalized structures of cooperation.Analyses of the various institutions participating innetworks have proven that small andmedium-sizedenterprises are by far the largest group of players inthe group as awhole.

In the framework of networks, cooperationsideally originate between equal, competent partnerswhich jointly have high expectations for benefits andwhichwithin the (project-related) cooperation have

no reservations concerning service, information andknow-how. In networks cooperative elements (inten-sive cooperation along the value creation chain)

can be efficiently connectedwith hierarchical aspects(organizational integration into anoverall

regional system)andmarket components (customer

relations, access to further sales channels).

For SMEs the chances of an affiliationwith networkson the one hand lie in a further concentration on theirown strengths (specializations) and, on the otherhand, in the specific formof cooperation for thedevelopment of innovative products and processes.Thatmeans that SMEs can concentrate on their corebusinesswithin networks, optimizing their ownproducts or serviceswhile they can simultaneouslyparticipate in system solutions and expand theirlimited resources following a successfulmarket entrywith innovative products. This also enables them toincrease their capacity for action generally as anindividual company.

The advantages of cooperationwith other players(see chapter 2.1.1) are in particular the improvedaccess to specialized, otherwise inaccessible, know-how, thecombinationof complementary competenciesthat perfectlymatch, the sharing of innovation risksand the improvement of the resource situation.Network cooperations thus help reduce the risks and(high) R&D costs necessarily brought about byinnovation processes, by sharing themamong theplayers involved. This high potential for loweringcostsmakes it easier for SMEs to allocate the neededfinancial andhuman resources.With innovativeproducts the cooperation association can also addresstotally new targetmarkets. The network in itself, butaboveall the individualenterprises, canthusenormouslyincrease their degree of familiarity and are associatedwith specific competencies and a certain range ofproducts. This can also result in larger salesmarketsfor the core products of the SMEs concerned.

Generally, cooperation networks accelerate thecommitment of the respective players to renew theirproducts and services and thus greatly improve theSMEs’ innovative capability.


Jörg Sydow und Rainer Zeichhardt

The development of networks and clusters is aconcern ofmany players fromeconomics, science andpolitics. In thisprocess, there isanincreasingrecognitionof the role played by network services. Regionalclusters that really deserve to be named as such arenot only characterized by the regional agglomerationof companies, research and educational establish-ments aswell as state agencies, but also by closecooperation between these organizations.In consequence of this cooperation, “networks inclusters” then emerge (Sydow/Lerch 2007) – and thedevelopment of such networks or networks in clusterscan be greatly influenced by customized networkservices.

3.1 What are network services?A first clarification of definition

Adefinition of network services is of key importance,aswedonothavehereamodern label formanagementinstruments already known in anyway, but thedesignation of specific services capable of promotingthe development of networks and clusters and, first ofall, of networks in clusters. The examples presented inchapter 5 impressively show that such services canbe found in network and clusterpractice in greatnumbers and inmany forms. If one looks at networkand cluster researchhowever, it is clear that variousmanagementmethods anddiversemanagementinstruments are discussed fromdifferent angles andin consideration of the contribution theymake tonetwork development (cf. e.g. Sydow2006p. 406 andfollowing pages) while the subject ofnetwork ser-

vices and/or services intended for networks – instark contrast to the subject of theprovisionof ser-

vices bynetworks (cf. Bruhn/Stauss 2003) – has never-theless not yet been discussed explicitly.

Network services and/or services intended fornetworks and clusters are a specific instrument ofnetworkmanagement and, to bemore precise, amore or less formalized procedure, the application ofwhichmakes possible the continuity ofmanagementpractices aswell as a reflexive network and clusterdevelopment (cf. Sydow2006, p. 419 andmore indetail in chapter 3.3.2). This initially rather abstractdefinition can bemademore specific on the basis ofthe practical examples presented in chapter 5. Thusan overall viewof the network services described

there in detailmakes clear that these different kindsand forms of services touch on themost differentissues andproblems of everyday network activity.They aremostly developed by onenetwork partner’sor several network partners’ own initiative, aresubsequently authorized byManagement or theOffice and are offered to all networkmemberswiththe aimof generating added value for the network orcluster players. This added value can, for example,provide a basis for intensifying and/or stabilizing theinteraction between the network players, reducingthe time spent bymembers and/or financial costthroughhigh-quality standard solutions, and/orguarantee a concentration ofmembers on their coreactivities.

Taking the practical examples as a basis, it is alsopossible towork out further specific features ofnetwork services: The services aremostly based on aclearly formulated strategy that is geared to certaintarget groups and integrated inanoverall conception;they are in someway of binding character and arecharacterized by sustainability and capability fordevelopment in viewof their authorization by thenetworkmanagement (e.g. office). Thatmeans,network services are not only temporary offers, butoffers conceived for the long run.Moreover, they areideally evaluated in viewof their efficiency andeffectiveness andmodified bothwith regard to theirinternal and potential cross-network application.

In order to avoid a non-binding and too broadlabelling,wewill, in the following, only speak ofnetwork service if services for networks and clustersarecharacterizedby theabovespecifiiedcharacteristics.Nonetheless it is possible that any collective activitycandevelop intoanetwork service. Thus a “cooperativesourcing” (Eßig 1999) per se cannot be called networkservice to beginwith. If, however, the idea of a jointprocurement by the office is authorized andmadeavailableasanoffer to theplayersof thewholenetworkor cluster, this can develop into a network service.

3.2 Range of possibilities ofnetwork services

The range of possibilities offered by network servicesismade patent by the practical examples presented inchapter 5. These examples show that network servicecannot only be differentiated content-wise but alsoorganization-wise.

3. Importance of network services for thesuccess of networks

21

3.2.1. Classification of networkservices content-wise

The thematic orientation of network services isdiverse and can be systematized on the basis ofvarious criteria: There are services related toindividualmanagement functions (e.g. employmentof personnel) or that have a cross-sectional function(e.g. comprehensive package solutions). Networkservices can be intangible/virtual (e.g. provision ofelectronic data banks and standard software) orrather have amaterial/physical character(e.g. provision of premises, test sites and transportfleets). There are service offers that support the corebusiness (e.g. projectmanagements) or comprisegeneral additional services (e.g. assumption of publicrelations).What ismore, network services can bedifferentiated on the basis of different network levels:There are service offers for persons (e.g. basic andfurther training programmes) andnetworkorganizations (e.g. funding of innovations and start-ups), just as there are offers for the overall networkand cluster (e.g. networkmarketing, development ofstrategies of internationalization, search for andestablishment of contactwith internationalcooperation partners). Furthermore, network servicescan be designed both to support cooperationbetweenpersons (e.g. exchange of experience andbuilding of inter-personal networkswithin theframework ofmeetings ofworking groups) and toimprove the quality of inter-organizational relationswithin the network (e.g. through communicationplatforms and infrastructure) and across networks(e.g. through technical fairs or launching of clusteralliances). Table 2 sums up thewhole range of thenetwork services presented in chapter 5.

3.2.2 Classification of networkservices organization-wise

Not only the content but also the process andstructure of network services can be diversified: It isbasically possible to both create network servicesintentionally, but also to develop them emergently,i.e. without goal and plan. In the first case, services areexplicitly offered by networkmanagement andformally anchored in the network and/or clusterstructure. In contrast to it, network services can alsorather originate emergently in day-to-day networkactivity, e.g. whennetwork players correctivelycounteract the problems identified by themincrementally and, possibly, only informally in the

first place through separate service initiatives, so that,as a result, network services originate from it asdescribed above.

The process and structure of network services canmoreover be differentiated in accordancewith theirinternal or external orientation and thereby placethem into the continuumofmarket andhierarchythat is popular in network research: services fornetworks can also be related to themarket throughthe pricemechanismor through contractswithexternal service providers. An examplewould be theinvolvement of external coaches or networkconsultants (cf. Sydow/Manning 2006). Instead of amarket solution, thedevelopmentand implementationofnetwork services canalsooccurwithin thenetwork,where both rather centralized anddecentralized

solutions are possible. In the first case, networkservices are offered and coordinated by localenterprises or by the office of the network. In the caseof decentralized solutions however, network services,havingbeenauthorizedby theoffice, are implementedby individual networkmembers (also those on theperiphery if need be) or in the group itself. Anotheroption is the external and decentralized formoforganization of network services, as services fornetworks can, in principle, always be obtainedthrough service networks (cf. Bruhn/Stauss 2003) orconsulting networks (cf.Manning 2006) aswell.


Table 2: Range of network services content-wise

Personnel services(marketing of personnel,recruiting of personnel)

Basic and further training(relating to the promotion ofyoung talent and to technicalcompetences and keyqualifications)

Funding innovationsand start-ups(provision of venture capital,sponsorships, patent lawyers,infrastructures,managementseminars, etc.)

Public relations(assumption of public relations bynetworksmembers; developmentofmarket analyses, financinginstruments, search for nationaland international partners forcooperation)

Communication andexchange of experience(collection and processing ofinformation, organizingmeetingsofworking groups, provision ofinfrastructure such as premises,laboratory equipment, test-sitesand transport fleets, all theway tovirtual IT platforms and data banks)

Personnel service concept (“One application – 60recipients” of car e.V. Aachen)

Personnel service concept ”Sensorics skilledpersonnel pool“ of the Strategische PartnerschaftSensorik e. V.

Young talentwork concept “Bergischer Bildungs-preis Automotive“ of the Automotive Economic Re-gion of the Bergisch Triangle

Personnel service and training concept ”SummerSchool“ of IVAMe.V.

Further training concept ”Training to be aprocess coordinator for plastics“ of theMaterialsInnovationNetwork of Northern Bavaria

Technology and innovation concept ”VDCDemoand Innovation Centre“ of VirtualDimension Center Fellbachw.V.

Business consulting concept ”Coach&Connect“ ofBaden-Württemberg: Connected e.V.

Networkmarketing and public relations conceptof the BioRegioN-Regional Initiative Life Sciencesof Lower Saxony

Communication structure and exchange ofexperience concept of CFK-Valley Stade e.V.

Communication and exchange of experienceconcept of the BioPark RegensburgGmbH

Specialized collaboration concept ofNEMO-VisQuaNet

Chapter 5.1.1

Chapter 5.1.2

Chapter 5.2.1

Chapter 5.2.2

Chapter 5.2.3

Chapter 5.3.1

Chapter 5.3.2

Chapter 5.4.1

Chapter 5.5.1

Chapter 5.5.2

Chapter 5.5.3

Service category Examples

23

Summingup,we can say that network servicescan expediently be classified organizationally on thebasis of the threedimensions intentionality/emergence,internal/externalorientationandcentrality/decentrality(cf. chart 4), where the services described in chapter 5primarily constitute network-internal and centralsolutions.

3.3 Why are network servicesimportant?

As the practical examples in chapter 5 impressivelyshow, network services are undoubtedly relevantempirically, and itmust be supposed thatmost of thenetworks belonging to “TheKompetenznetzeDeutschland Initiative” (www.kompetenznetze.de)offer network services at least to some extent and thatthe networkmembersmore or less avail themselves ofthose services.We are thinking, for example, of theestablishment of contactswith a business consultantby the offices popularwith the competence networks.In the following,wewill describe general chances andrisks of network services and discuss the significanceof network services for networkmanagement andnetwork development.

3.3.1 Chances and risks of networkservices

Networkservicesholdmanychancesandopportunities,but in a few cases there are also risks and limits. Thelatter need to be consideredwhile the services arebeing established, butmust also be fathomedoutagain and againwithin the framework of networkand clustermanagement - ormore precisely, of theirevaluation (see chapter 4.3).

Chances of network services

From the viewpoint of businessmanagement,arguments relating to cost and income areof particular interest in judging chances and risks ofnetwork services. Because the various service offersare aimed at facilitating daily network activitythrough specific support services (cf. Table 2.) so thatmembers can concentrate on their core activities,network service hold potential for saving timeand

decreasing coordination costs. Besides, networkservices can contribute to improving the quality ofrelations of cooperation,which is quite evident fromall the service offers facilitating and encouraging the

interaction of network players by providing themwith a certain framework (e.g. physical and virtualcommunication platforms) (c.f. the examples of VDC,CFK-Valley, Automotive Bergisches Städtedreieck). Ifservices aim to enablemembers of the network tojointly use high-quality standard solutions or to haveaccess to commondata banks (see example of NEMO-VisQuaNet), they can also generate considerablesynergy effects.

24

Another chance shows itself whennetworkservices are the result of joint network learning.This is particularly evident in the process of anemergent development of network serviceswhenperipheral players, through their own initiative,recognize for example problems in their dailynetwork activity and attempt to remedy themthrough service offers, which are then takenupby theoffice and are authorized and formalized as networkservices. If network services are developed on a basisof participation, itmight simultaneously becomepossible to increase their acceptanceby theplayers.Apart from that, network services can also supportnetwork learning, for example, if they help compilespecific know-how, pooling in data banks, processingandproviding it to networkmembers (see example ofNEMO/VisQuaNet).

In this placemention should bemade of theservice phenomenon: As services as described above,in contrast tomaterial services, are predominantlycharacterized by intangibility and are thus usuallynot capable of being judged before they are used,special importancemust be attached to thephenomenonof trust (cf. e.g. Engelhardt et al. 1993;Meffert/Bruhn 2006, p. 28 and following pages).A specific chance of network services could reside inenhancing the “soft” phenomenonof trust. Network

services are therefore, on the one hand, amatter oftrust, but at the same time the use of internal networkservices can also create trust in the network and evenget a spiral of trust started (cf.Möllering 2006). It isthus possible that services offered bymembers insidethe network are rather perceived asworthy of trust incontrast to external offers by unknown serviceproviders, and that simultaneously, whenuse ismadeof internal services, trust in the network is shown,giving it a consistent basis.

In the last analysis, it is also possible that servicescan also be offered across networks aswell if usedsuccessfullywithin the network, thereby openingup(another) source of income for the network. Aninnovative professionalized service concept couldthus enlarge the portfolio of offers by a network andeven develop, in consequence, into an additional corecompetence of the network (cf. Duschek 1998).

Summingup,we cannote that network servicesoffer goodopportunities that shouldnotbeneglected,both internally in viewof a stabilization or evenachievement of a higher development level of thenetwork (cf. in detail chapter 3.3.2) and externally ifnetwork services help to increase the competitivenessof the network towards other organizations ornetworks in the respective branch.


Chart 4: Organization range of network services

Network servicesthroughOffice orfocal enterprise

Network servicesthrough peripheralplayers in thegroup

Network servicesthrough serviceenterprise(e.g. consultingcompany)

Network servicesthrough servicenetworks

Emergent

Intentional

Network-internal

Network-external

Centralized Decentralized

25

Risks of network services

However, network services do not only providechances, but – just like networks and clustersthemselves (cf. e.g. Sydow2006, p. 401 and followingpages) – also risks. General risks can result from thefact, for example, that services by global networkservices aimed at individual organizations becomesuperfluous or (quasi) externalized,which could leadto restructurings or even redundancies inindividual network organizations.

There is another risk potential if network servicesare not acceptedbymembers. Thiswould be thecase, forexample,whentheservice isofferedat theinitiativeof the office, butmembers see nonecessityfor it and donot (want to) relate to it in their activitywithin the network. Here the characteristic of amissing formal hierarchical power basis in networksandclusters becomes evident, pointing to thenecessitythat in such a context successful guidance andinfluencingmust take different forms (cf. Sydow/Zeichhardt 2008).

Reversely, we should also think of shifts in power

andinternaldependencies throughnetworksservices,for example if access to central resources (e.g. selectionanddistribution of qualified personnel) is exclusivelycontrolled via service providers. This could allowplayers offering services (either the office or networkplayers on the periphery) to strengthen andpossiblyexploit their position in the network.

In addition to these general risks, risks are alwaysimaginable in dependence on the service provided.The original advantages of a network servicewouldbe counteracted if, for example, a pool of skilledpersonnelwere abused bymembers for headhuntinginside the network instead of optimizing recruitmentof personnel and if,moreover, know-howwerecannibalizedwithin the network.

In the last analysis, cross-network transferabilityof network services has also certain limits. This doesnot only lead to the fundamental question towhatextent service solutions (as e.g. Virtual Reality servicesbyVDC) that are tailored to certain networksmay beoffered outside the respective network, but if thoseare not to be offered externally at all since the addedvalue ofmany services resides in their exclusivenessfor itsmembers.

Inrésuméitbecomesevident thatnetworks servicesalso have some risks apart fromvarious advantages(cf. Table3).Although thesepredominantly “relationalrisks” (Das/Teng 1996) cannot be prevented, anadequate network and clustermanagement can atleast reduce them. This shows that it is of specialimportance to have a networkmanagement thatmakes use of the opportunities provided by networkservices, but also limits their risks.

26

After describing basic advantages anddisadvantages of network services, the importance ofsuch services for networkmanagement aswell as fornetwork/cluster developmentwill be discussed in thenext section. In the following,wewill thereforeneither speak aboutmanagement of network services(this is the subject of chapter 5,where pertinentrecommendations are presented) nor primarily aboutnetwork services for networkmanagement as aninstitution (such asmakinguse of an advisory servicefor the focal company or office). The followingstatements are rather focused onnetworkmanagement as a function and on the question asto howmanagement functions can be supported bynetwork services.

3.3.2 Network services as aninstrument of networkmanagement and of network/cluster development

The significance of network services for networkma-nagement andnetwork development can primarilybe discussedwithin the framework informedby struc-tural theory (cf. Giddens 1984; Sydow2001;Windeler2001). Such a perspective first draws the attention tothe fact that networkmanagement – althoughpredo-minantly intentional and reflexive – invariably has totake into account unintended consequences, not leaston account of the fact that it occurs under not easilyassessable conditions.Moreover, it becomes evidentthat networkmanagement andnetwork/cluster deve-lopment relate to each other recursively, i.e. recipro-cally. Thismeans that networkmanagement has animpact on the development of a networkwhile the le-vel of development of the network concerned definesspecific possibilities and limits of networkmanage-ment (cf. particularly Sydow2006, p. 421 and follo-


Table 3: Chances and risks of network services

3 Saving timeand reducingcoordination costs

3 Improving thequality of relations of cooperation

3 Synergy effects

3 Emergently developednetwork services as a resultof network learning; network services for thesupport of network learning

3 Increasingandcontinuity of trust in thenetworkthroughuseof network services

3 Enhancingacceptance throughemergentlydeveloped services byplayers locatedon theperiphery

3 Network services as anadditional cross-networkoffer or evencore competence

3 Stabilizing interactionwithin thenetwork andmakingpossible ahighdevelopment level

3 Restructuring and possibly redundancy through(quasi-)externalization of services originallyrelated to individual organizations

3 Shifts in power and dependencies if there isaccess to central resources via services

3 Possibly lack of acceptance in case ofcentralized offer by the focal organization orthe office

3 Specific risks depending on the network

3 Limits of a network-external transferability ofestablished services in the network on themarket

Chances Risks

27

wingpages). As an example, a “higher” developmentlevel of the network can be achieved by adequatenetworkmanagement, thereby giving networkmanagement (for example as a result of an increasedlevel of trustwithin the network or cluster) a greaterscope of possibilities in future than in the event of aless adequate, less confidence-building networkmanagement.

The application of network services, notably ininteractionwith other instruments of networkmanagement, does contribute to a continuity ofmanagementpractices, which again (as recurringactions) help evolve themanagement functions ofinter-organizational networks. Network researchmainly distinguishes between the following four keyfunctions of networkmanagement (cf. Sydow2006,p. 406 and following pages):

3 Selection function (Who andwhat is to beintegrated and/or to bemade a permanent part ofthe network?)

3 Regulation function (Inwhatway and inwhatrespect is the fulfilment of tasks coordinatedmutually?)

3 Allocation function (Howare the tasks, resourcesand responsibilities to be sharedwithin thenetwork?)

3 Evaluation function (How can services [costsand benefits] be determinedwithin the network?)

Network services can be explicitly geared to thesupporting of someof thesemanagement functionsor they can act in a cross-sectional function.The interaction of network services, networkmanagement andnetwork development is depictedin Chart 5.

This so far rather abstract description can beillustrated on the basis of the four functions ofnetworkmanagement.

Network services for the support of theselection function

Network services focused on the selection function ofnetwork and/or clustermanagement can take a greatvariety of forms. Services can, on the one hand, beaimed at the selection of entire partner organizations,for example if the latter support the network in its

strategic orientation and establishment of contactswith international cooperation partners, or preparethe framework for the establishment of cooperationwith potential regional partners throughmoderatedevents or the organization of technical fairs (see theexamples of bwcon andBiopark RegensburgGmbH).

On the other hand, services can also be aimed atthe selection of personnel, for example by setting uppools of skilled labour (see examples of Regensburg,car e.V.) or carrying out regular events andmeetingsto recruit young talent (see Summer School of IVAMe.V.). But this includes not only the selection of per-sonnel (e.g. of “boundary spanners”, i.e. individualsacting on the boundaries of network organizations),but also the specific basic and further training ofpersonnelwithin the network and/or cluster,regarding both technical competences and keyqualifications (see example ofMaterials InnovationNetwork of Bavaria).

Network services for the support of theregulation function

Network services can equally aim to coordinate thesettlement of taskswithin the network. This includes,for example, setting up inter-organizational servicecommittees such as the “Automotive Intra-companySocial” in the case of “Automotive BergischMunicipalTriangle” or an inter-company projectmanagement.The regulatory function can likewise be supportedthrough services in the formof implemented inter-organizational information systems, data banks andIT communication platforms (see examples of NEMO-VisQuaNet, CFK-Valley). In addition to the practicalexamples documented in Chapter 5, diverse otherideas are conceivable for network services: Serviceoffers can consist inworking out coordinationprocedures and settlements of conflicts, ininstitutionalizing arbitration committeeswithin thenetwork and in offering professional conflictmanagement bymoderators andmediators.Furthermore, legal expertsmay provide support inworking out contracts, which promises to result inadded value for cooperation relationswithinternational partners and in taking into accountspecific legal framework conditions. Lastly, networkservices can also be instrumental in developingstructures of gratification and incentive systems as,for example, by promoting a cluster innovation prizeor carrying out network-internal contests on varioussubjects.


Network services for the support of theallocation function

The distribution of resources, tasks and competenceswithin the network and/or cluster can likewise bemade throughnetwork services.We are thinking ofthe standardization of processes of purposefulrecruitment of personnel from the pool of skilledlabour previously selected,where quality can beassured throughnetwork-specific certifications (seeexamples of Sensorik Regensburg, car e.V.,MaterialsInnovationNetwork of Bavaria). In addition, theallocation function includes serviceswhich supportthe generation, storage anddistribution of know-howwithin the network,whether in the formof scientificcollections ofmaterials, data banks and forums (seeexample of NEMO-VisQuaNet) or by integratingnetwork players as content providers (see example ofBioRegioN). If relevant network services are offered bytheoffice, it is therefore alsopossible togive continuityto their function of network coordination.

Network services for the evaluation function

An evaluation or assessment of networks and clustershas so far rarely been done. It is not astonishingtherefore that in Chapter 5 no practical examples ofnetwork services supporting the evaluation functioncan be found. Nonetheless, service offers for thesupport of the evaluation function are alsoconceivable. In regards of an evaluation of networksand clusters on several levels, services can be aligneddifferently. A person-oriented evaluation can be donee.g. bymanagement coaches and trainers rating theinterpersonal networks (i.e. the quantity and qualityof personal contacts spanning organizational boun-daries) of “boundary spanners” or of their “soft skills”that are indispensable for exercising this role.Evaluation services on the network level can comprisethe development of quantitative and qualitativeratingmethods, for example network-related cost-benefit analyses or the regular statistical evaluation ofdata (whether economic indices or informationgained fromquestioningmembers) by evaluation orcontrolling specialists, which could simultaneouslyallownetwork-internal benchmarking. It is further-more possible to offer evaluation services on thecluster level. A case in pointwould be the use ofnetwork analysis software for the evaluation ofcluster-wide relational data and to visually clarify andmake comparable the nexus of relationships betweenall relevantplayers. Further services couldbeprovidedbymarket and regional researchworkers andmade

available by the office if they enhance the image ofthe cluster in the population and its attraction for theregion.

Here not only explicit evaluation services are ofimportance, but also service offers thatmake a ratherindirect contribution to network evaluation.We arethinkingof services that provideandprepare a certainframework for evaluation, suchas organizing strategymeetingswhere “best-practice” experiences arereported anddiscussed andwhere relevant data canbe obtained locally by questioning.

As for a reflexive network and cluster develop-ment an evaluation invariably entails considerableimplications, an evaluation basically occurs in thecontext of diverse interests and power potentials.Against this background, it could be an advantage ifevaluation services are provided by external serviceproviders, which possibly could domore justice to thepostulate of neutrality than internal providers coulddo, so thatmicro-political action is limited. In thisconnection, one could also think of a kind of “meta-service” throughwhich an (external) evaluation of the(internal) network evaluation is done.

Network service as a cross-sectional function

Apart fromnetwork services focused primarily onindividual network functions, service offers cansimultaneously support several functions or act in across-sectional function. This includes above allstandard services like comprehensive activities ofnetworkmarketing andpublic relations (see exampleof BioRegioN) or service package solutions, which atthe same timeprovide consistent offers for differentfunctions (e.g. selection and allocation of personnel inthe example of Sensorik Regensburg).

Summingupwe cannote that network services,by supporting the functions of themanagement ofinter-organizational networks and solving (mostlyfrom inside thenetwork) problemsof dailynetworkactivity,may contribute to stabilizing or evendeveloping a networkand thus a cluster. Finally,wewould, however, like to point out that the networkservice indeed constitutes an important, althoughonly a small, part of thewhole networkmanagement.Bad networkmanagement canhardly be correctedthrough an innovative network service, whichunderlines the significanceof aprecise anchoring ofnetwork services in the overall strategy of networkservices.

28

Chart 5: Relationship between network services, network managementand network development (following the model of Sydow2001, p. 88)

Managementmethods

Regulation Allocation

Selection

Evaluation

Net

wor

k services

Networkse

rvic

es

Networkservices

Netw

orkservices

Network management Network development

29

30

Rainer Zeichhardt und Jörg Sydow

While network services have primarily beendiscussed analytically in the previous chapter, in thissection recommendationswill be given for ameaningful conception and implementation ofnetwork services on the basis of the above remarks onclassification content- and organization-wise, aswellas on potential chances and risks. This section is thusconcernedwith themanagement of network servicesfollowing the idea of a phase strategymodel: rangingfrom the development and selection via theauthorization and implementation, through to theevaluation of network services. The basis for doingthis can be the strategies presented in development-oriented (network) approaches (cf. in this connectionthe concept of transnational development byChrisholm 1998 and the collaborative developmentapproach byHuxham/Vangen 2005), which representthe earlymethodologies of a (more) reflexive networkand/or cluster development andwhich can indeed betransferred inamodified formto the subjectof services.

4.1 Conception and developmentof network services

The conception of network services first of allpresupposes an awareness of the broad range ofpossibilities offered by network services. A need forservices can basically be seen on any network leveland potential improvements of daily network activitycanmerit investigation everywhere. Even innovativenetwork services aremostly less revolutionary ideas,but rather constitute special additional serviceswhich can contribute to added value for all playersandwhichmayhave beenpreviously overlooked.A first insight into the diverse possibilities of networkservices can be given by an exchange of experience onpanels, within the framework of information eventsand international clustermeetings or by the relevantliterature (e.g. reading the practical cases presentedin chapter 5).

Moreover, in order to be able to conceive networkservices, tolerance in principle towards emergent

developmentprocesses is always helpful. Becauseinnovative service concepts can also originate fromunplanned action, and evenmore so on the peripheryof the networkwhere deficits andweak points ofinitiative inside the network are exposed andremedied, there is a need for a certain “sensor” forprocess improvements aswell as for ideas produced

byall networkplayers in adecentralizedand, possibly,informalway.A first access couldbebased, for example,onmonitoring throughdata banks of ideas or (virtual)“blackboards” for problems and solutions. If there arefirst signs indicating that service ideas are generatedwithin the network or cluster, surveys, workshops orprofessional large groups,moderations can beconductedwith peripheral players (thus using the“strength ofweak ties”) in order to integrate andformalize them.

Apart from that, the service initiative of networkplayers can also be accelerated deliberately, forexample through competitions of ideas or training ofthe “service look” aswell as by supporting a generalnetwork service culture. Likewise, a kind of “meta-service”may also help generate network services. Thisis illustrated by the practical example of AutomotiveBergischMunicipal Triangle, the central element ofwhich is the “Automotive Intra-Company Social” heldregularly and on various subjects, which explicitlyrepresents a platform for initiating new services.

While theseapproachesaimtoprovideaframeworkfor the generation of these service ideas by peripheralnetwork players, the networkmanagement, the focalenterprise or the office is also able to directly developa network service for a need derived from the overallstrategyor for thesupportofan individualmanagementfunction and its development, or to entrust externalservice providerswith its development. A serviceconception could rather take an entirely new form, asfor example through creativity techniques or throughthedevelopmentof feasibility studies.Another sensibleapproachwould, however, also relate to inspirationfromwell-known service concepts, the imitation ofapproachesestablished inothernetworksandclustersora transferof successful organization-related servicesto the inter-organizational context of networks and/orclusters.

In thisplace, the fundamentalquestionarisesunderwhat circumstances network services should ratherbeconceived internallyorexternally. Adevelopmentof network services from inside the network primarilyseems to promise success if services have to be tunedto specific network needs or if the service providerneeds to understand andhave a commandof thelanguage of the network or cluster. On the otherhand, development through commissionwork or theobtainment of external offersmakes sense if generalstandard services are needed (cf., with reference tobusiness consulting, Kehrer/Schade 1995). Amarket


4. Strategies for the conceptionof network services

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solution canmoreover be expedient in case servicesare only to be obtained temporarily so that specificinvestments can be avoided. Since network servicesare basicallymatters of experience or even trust, it isalways necessary to scrutinizemarket offers carefully,to pay attention to the reputation of providers (be itindividual service providers or service networks) andto compare themwith potential internal serviceideas, which possibly are better suited because theyare tailored to needs. Another possibility is acooperative development of network services bynetwork players and external service providers.Whatever form is chosen for the conception of thenetwork service, someminimumof understanding isneeded for the possibilities and effects of networkservices even if standardized services are obtainedfromoutside the network. An intra-networkdevelopment, which, of course, can be tailored inamuchbetterway to the specific problems in thenetwork and/or cluster, asks formuchmore even ifone canuse the services of external service providers,for example network consultants (cf. Sydow/Manning2006) in intra-network development.

4.2 Authorization andimplementation of networkservices

If specific network service concepts are available, theyneed to be selected, authorized and implemented.This can be done centrally through theOffice, theBoard ofManagement or the Executive Board of theAssociation, ordecentrally, for example by amajorityvotewithin the framework of a general assembly.

Implementing network services is in principledifficult, evenmore so if conceived centrally. In thisway, services introduced and centrallymade bindingmay fail if there is a lack of acceptance for thembynetwork players in their daily practical application.Exercising influence andguidance in networks andclusterscannotrelyonaformalhierarchicalauthority,butmust be done in amore subtleway anddependsto an even greater extent on convincing people thanin hierarchical organizations (cf. Sydow/Zeichhardt2008). Therefore, in implementing network services itis particularly important to clearly indicate thepossibility of participation by later users aswell as thecommunication skills of the key players and theattractiveness and added value of the service. Onlywhen the target group concerned perceives theadditional benefit of the service as valuable do

potentialities show themselves (cf. Table 3). The addedvalue ideally derives from the offer itself, which againindicates the fundamental importance of a basicinnovative orientation content-wise.

Regarding possible introduction strategies, it couldthus be helpful to present network serviceswithin theframeworkofworkshopsandmeetingsof associationsand communicate them to the relevant target groupsin theprocessof internal communication (e.g. throughnewsletters). Furthermore, incentives could also beprovided for implementation, such as a voluntary testphase or the offer to be able to participate in thefurther development of services by contributing one’sown experiences andwishes.

4.3 Evaluation and implications ofnetwork services

For an evaluation of network services thatmightfollow their implementation, at first the questionariseswhat ameaningful yardstick of evaluation is.Networkmanagement faces a basic problemofassignment concerning the impact ofmanagementinstruments or network development, which provesto be evenmore difficult in relation to the servicephenomenon. It is a fact that network services aim tofacilitate and support daily network activity, sothat the latter ideally have an indirect effect anyway.

A result-oriented evaluation of network serviceson the basis of economic indices (see example ofNEMO-VisQuaNet) is therefore only conditionallymeaningful. A differentiated access in turnmakespossible a process-oriented evaluation aimed, forexample, at perceptions, experiences and thesatisfaction of networkmembers concerning the offerof and theway of dealingwith network services. Inthis connection, questions relating to the number ofavailable services, the perceived degree of innovationaswell as the consistency and embeddedness in theoverall strategy of the network is interesting.

Relevant data in this respect could be obtained onthe part of the target group, but also on the part ofproviders in the formof (online) questionnaires, andcould be checked if the chances described in Table 3(such as time saved, improved quality and quantity ofrelationship and trust) or rather the risks dominate(such as complicated restructurings, redundancies,dependencies and limitations of autonomy). Butrelevant goal-oriented intensive talks or group

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discussions often constitute an alternative to surveysthrough questionnaires.

It is possible to organize an evaluation of networkservices as an independent procedure on the part ofthe office or of the service provider concerned or tointegrate it into an existing evaluation procedure.Conceivablewould be an evaluation of networkserviceswithin the framework of the evaluationfunction of networkmanagement, which is actually apermanent concern (cf. chapter 3.3.2), or in theprocessof an evaluation on this occasion,which in any case isnecessary as a consequence of public funding,complemented by network service-specific items.

Following an evaluation, the important point inthe last analysis concerns the implications and/or

consequences of action. On this score importantdecisions have to be taken if network services are tobe offered further, need to bemodified or to beeliminated. The first could apply if a network serviceis exclusively perceived as positive, the second is, forexample, conceivable if the target group submitsconstructive proposals for improvement, and thethird could be the consequence if network servicesare not accepted by the relevant player, if the serviceprovider does not offer the service requested or ifservices areno longerup todate. Insteadof eliminatinga service completely, it could also be appropriate, ifneed be, to reduce only its offer to be able to reactflexibly in future in case a newneed arises. If a net-work service is, for example, aimed at the recruitmentof personnel, this service decreases in importance ifthere exists a sufficient number of applicantswithhigh qualifications. But instead of eliminating thewhole network service in such a case, it couldmakesense tomodify it, to anticipate trends of application(e.g. changes in thenumberof graduates of relevantcourses of study) in order to react promptly if newbottlenecks of personnel occur in the future.

4.4 Résumé: guidelines fornetwork services

The above remarks on the conception of networkservices can be summedup in the formof strikingguidelines. Table 4 presents various guidelines andexamples for specific implementation and suitableinstruments.

In this place,mention should finally bemade ofthe fieldof tension inherent in the servicephenomenonbetween a standardization and capability formaterialization on the one hand andbetween aspecificity and immateriality on the other hand(cf. e.g.Meffert/Bruhn 2006, p.28 and followingpages). In viewof it, it is evident that the guidelines fornetwork services presented in Table 4must not bemisunderstood as normative strategies of success.Network services can only be planned conditionallyon the drawing board and standardized in a generallyvalid form. It is rather amatter of adapting basicservice ideas to the contractual conditions of therespective network and cluster, thereby tailoring

them in the truest sense of theword to specific

requirements.

This circumstance can also be explained andillustrated, aswe did in chapter 3.3.2, by adopting anetwork perspective based on structural theory.Accordingly, the conception and implementation ofnetwork services are characterized by “reflexivestructuration” (Ortmann et al. 1997), i.e., basicinnovative service ideas are first takenupby networkmanagement and authorized and tested by therespective target group in daily network activity. Onthe basis of the evaluation, the network services aremodifiedanddeveloped furtherby theplayers involvedin order to be applied again subsequently in dailynetwork activity. In the sense of structural theory,network services are not only tailor-made ex ante, butthis tailoring should be understood as a permanentreflexive process. Successful network services thus arebased not on a one-time adhoc transfer of innovativeor best-practice concepts, but on permanent furtherdevelopment adapted to specific circumstances.

Against this background,wewould also like torecommend that the following chapter 5 should beread. The network services presented there are lessstandard solutions transferable to other networks andclusters, but rather provide primarily awell-foundedand inspiring survey of the diversity of possibleinnovative services for networks and clusters.


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Table 4: Guidelines for network services

1a. Increasing awareness of the broad rangeof possibilities of network services, becausea need for services can become apparent onany network level and potential improvementsof daily network activity are possibleeverywhere.

1b. Emphasizing the “dimension of what issmall”, because network services represent(seemingly “small”) additional serviceswhich,however, can contribute to a considerableadded value through process improvement.

2a. Increasing awareness of emergentdecentralized processes and viewing thenetwork/cluster as a whole, becauseinnovative service concepts often developemergently and informally and can always havetheir origin in the periphery of the network aswell.

2b. Allowing and supporting decentralizedpersonal initiative, because themanagementcan therebyprepare a framework for generatinginnovative service ideas.

3a. “Tailoring” of network services,because networkmanagement, the focalenterprise or the office can develop a networkservice for a need derived from the overallstrategy or for the support of the specificmanagement function and can entrust externalservice providerswith its development.

Informing all network players about the bases andpossibilities of the subject of network services, e.g. withinthe framework ofworkshops or of associationmeetings.

Monitoring on the basis of data banks of ideas or (virtual)“blackboards” for problems and solutions, workshops andprofessional large-groupmoderationswith peripheralplayers.

Competitions of ideas, training to get a “service look”,support for a basic network service culture.

Diagnosis of potentials for improvement, analysis of theactual state (e.g. visual clarification of the quantity andquality of the relationship through network analysissoftware);

Novel service development (e.g. through creativitytechniques, innovation research, working out feasibilitystudies);

Derived service development (e.g. inspiration throughwell-known service concepts, imitation of establishedapproaches by other competence networks, transfer ofsuccessful organization-related services to the inter-organizational context.

Guidelines Instruments for implementation


Table 4: Guidelines for network services

3b. Internal or external conception ofnetwork services? It depends!

4a. Selecting, authorizing and implementingnetwork services, because only if this is done,an activity becomes a network service.

4b. Focusing attention primarily on theattractiveness and added value of servicesin implementing network services, becausethe potentialities of network services can onlyunfold if the respective target group perceivestheadditional benefit of the serviceas valuable.

5a. Fixing an appropriate yardstick for theevaluation of network services, where theproblemof assignment of the impact ofma-nagement instruments or network develop-ment particularly on network developmentpresents itself.

Internal development of network serviceswhennetwork services are perceived as amatter of trust andhave to be coordinatedwith specific network needs or ifthe service provider has to understand and have acommand of the language of the network/cluster.

External development of network services throughcommissionedwork or obtainment of external offers ifgeneral services are needed, if services are only to beobtained temporarily or if “neutrality” (e.g. within theframework of the evaluation function) is to beguaranteed. In case of amarket solution, the reputationof the providermust be scrutinized carefully andapermanent comparisonmust bemadewith potentialinternal service ideas.

Centrally, by the office, themanagement board or theassociation board;

Decentrally, e.g. bymajority decisionwithin theframework of a general assembly.

Possible strategies of introduction: Presentingnetwork serviceswithin the framework of events andassociationmeetings, communicating them throughnewsletters to the relevant target groups, offeringincentives for their implementation (e.g. a voluntary testphase or the offer to be able to participate in the furtherdevelopment of the services).

Result-oriented evaluation of network services on thebasis of economic indices is only conditionallymeaning-ful, because network services ideally only have an indi-rect effect;

Process-oriented evaluation opens up a differentiatedapproach, e.g. bymaking surveys of perceptions, experi-ences and satisfaction by the target group in its interac-tionwith network services, but also by service providersin the formof (online) questionnaires; checking thenumber of available services, their consistency and em-beddedness in the overall strategy of the network aswell as comparison between chances and risks.


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5b. Establishing an appropriate evaluationprocedure to prevent an erroneousdevelopment in the conception and/orimplementation of a network.

5c. Decisions and consequences ofevaluation so that the results of evaluationalso have practical consequences for networkand/or cluster development.

Organization of an independent procedure on the partof the office or of the respective service provider;

Integrating the evaluation of network services into anexisting evaluation procedure, e.g.within the frameworkof the evaluation function of networkmanagement or inthe process of an evaluation forwhich public funds areneeded.

Decisions following the evaluation of network services:Continuing to offer services if network services areperceived as exclusively positive by the target group andproviders;

Modifying services if constructive proposals forimprovement are advanced by the target group;

Eliminating services if the target group does not acceptnetwork services, if the provider does not offer the desiredservice or if services are no longer up to date. Note: If needbe, they should be rather reduced and used in the sense ofa future-orientedmonitoring.

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5. Categories of network services

Claudia Martina Buhland Dr. Gerd Meier zu Köcker

Networks and clusters can be understood as thecondensed scientific and technological competencepotential of a region in a certain field of innovation.Innovation results can be produced by linkingindividual strengths, joint R&Dprojects, poolingproducts, processes and services built on each otheraswell asmutual additions to the range of offer, thusgenerating advantages in competition. However,these advantages do not unfold per se, but only as aconsequenceof continuous and intensive cooperationaswell as by tackling joint tasks.

Besides developing joint innovative products, it istherefore one of the aims of networks and clusters toprovide need-oriented structures of cooperation andtomake cooperation betweenmembers in theinnovation businessmore efficient, a task that isusually assumedby networkmanagement. Thesuccess of networks thus also depends on the extent towhich networkmanagement succeeds in supportingthe players involvedwith need-oriented services. Inotherwords, with service offers addressing solutionsfor questions or fields of problems of central impor-tance to network activity. In doing this, it is crucial fornetwork partners to be able to concentrate on theirspecific core competences and that the expenditure oftimeand financial resources by individual approachesis thus reduced.

It is important that services are geared to needs insuch away that they generate high added value formembers.Wewill thereforeneverfindthe“catalogue

of services” that canbe transferred “one to one” to

networks. It will rather be crucial to consider first ofall the needs and requirements of themembersconcerned and, in particular, the specific features ofthe network in the sense of an “optimal tailoring.”

Nevertheless, there are however numerous verygood andgeneral services that have been realized innetworks and could serve as amodel for offersdeveloping and implementing one’s own services.

Good and general network services4 arefor example:

3 Using a joint transport fleet, especiallybigger vehicles and transporters. Thismightbe an option ifmembers do not have to usethe relevant vehicles every day.

3 Purchasing groups (e.g. for anymaterial) toreduce costs in case of larger quantities etc.

3 Provision of premises or laboratoryequipment for joint researchwork

3 Setting up of job portals on the internet pageof the network or cluster.

3 Jointly used and operated Technikum(colleges of technology) to enable particularlysmall partners to engage in developmentwork using expensivemachinery andtechniques or costly test runs.

3 Organization of network-specific innovationforums, i.e. holding a regular fairwhere theinnovations ofmembers are presented toexperts and to the interested public.

3 Trendmonitoring and trend scouting foraffiliated players, for example at (international)fairs.Many players, especially SMEs, are oftenunable, for financial reasons and on account ofthe lack of personnel and time, to be representedat all fairs and events relevant for the specificbranch. Persons authorized to do so can visitsuch fairs to provide subsequently, in theformof a report, the information gatheredon future trends, developments and productsor also potential cooperation partners to thoseinterested.

3 Collection of information andpreparation ofscientific literature

3 Organization and carrying out of intra-companysocials or trips by entrepreneurs to future targetmarkets, cooperation partners, etc.

4/Note: These services have all been developed or established in networks affiliated to the KompetenznetzeDeutschland initiative.

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However service offers do not always have toaddressmembers in their entirety, but they can alsobeconceivedandused for individualgroupsofplayers.In doing this, it is imperative that a high benefit isconnectedwith network service and,most of all, isgenerated as a result. Likewise, different service offerscan also address various network subjects or build oneon the other in amodular form. Basically, thiswillalways be a result of a network and/ormanagementprocess and thus highly network-specific.

Beyond that, services, apart from supportingmembers in their needs, also offer a good opportunityto generate additional financial income for thenetwork. In that case, the service offers have to bebenefit- and success-oriented so that players see sucha high value in them that they are gladlywilling topay for using the service.

In the following,wewill show inwhat thematiccontext, underwhich conditions andwithwhichintentions network-specific network services can bedeveloped and implemented, taking as a basis thegeneral, but very practice-oriented service categoriespersonnel service, basic and further training, fundingof innovations and start-ups, public relations aswellas communication and exchange of experience.

5.1 Personnel services

Basic research and application-oriented researchand the rapid translation of research results intoinnovative products and processes in companies areregarded as key factors for the future orientation ofbranches. In Germany in particular, theworld’sexport nation number 1, products and processes ofinnovationwill become evermore important tomaintain this position.

But themere development of innovative productsand technologies alone is not sufficient to generatesustainable growth, but these rather have to bemanufactured aswell in Germany. It is thereforeespecially important that adequately and above all

well-trained skilled personnel is available on all levelsof the value creation chain. A lack of appropriatepersonnel has serious implications. As a consequence,development activities are only possible in a limiteddegree,working processes have to be sloweddownorcannotbe carriedout at all, ordersneed tobe cancelledand research results are not rapidly translated intoproducts ready for themarket.

The importance of the lack of skilled personnel isalso immense in that particularly enterprises thatdescribe their present economic situation as “good”and “very good” (Hug 2008/Haufe Study) see theirfuture development extremely impaired. This is evenmore so the case, because the corporate sectors“research anddevelopment”, “manufacturing/production” aswell as “marketing and sales”5 aremostly affected by the lack of skilled personnel,i.e. especially the technology-related sectors necessaryfor developing andmanufacturing innovativeproducts and processes. The reasons for a lack ofskilled personnel can be diverse anddepend on agreat variety of factors, such as, for example, thebranch structure, the image and attractiveness of thebranch concerned, corporate structures (SMEs thatare less familiar aremore affected), a lack ofinternational perspectives or locational conditions(amongother things, rural regions as a negativelocational attribute).

All of these factors as awholeweaken economicgrowth andmight have as a consequence thattechnology locations that are still highly innovativeand competitive are no longer able to keep pacewithother national and international locations, whichmayweaken their strong export position6.

Despite these factors, it is all themore importantto find suitable personnel tomeet significant needs,forwhich all the classical instruments of personnelrecruitment can be used, such as

3 Placing ads in (technical) journals

3 Contactwith the Labour Agency

5/Note: According to theHaufe Study, the companies participating in the survey indicate that there are problemswith new recruitmentmainly in the corporate sectors “manufacturing/production”with 36 per cent, “research and development”with 24 per cent aswell as“marketing and sales”with 22 per cent.

6/Note: InOctober 2007 the Institute of theGerman Economy in Cologne, acting on behalf of the FederalMinistry of Economics and Techno-logy,made clear that theGerman national economy had to copewith a loss of value creation totaling some 18,500million Euros in 2006alone on account of unoccupied positions of highly qualified professionals.


3 Placing ads on the corporate homepage

3 Using (branch-specific) internet job portals

3 Personnel consultants

3 Job fairs/job exchanges

Themore the different channels are combinedwith each other to recruit personnel, the greater is thedegree of success, i.e. the possibilities to choose fromsuitable applicants. Nevertheless, thewhole processof personnel recruitment is, on the one hand, verylabour-intensive as a result of aspects such as numberand quality of applications aswell as length of theapplication procedure, and, on the other hand, verytime-intensive, which is frequently problematic forsmall andmedium-sized enterprises, because thisrequires toomuchworking capacity in addition toconcentration on the core business.

Inmany sectors new, individual solutions cantherefore still be found apart from the classicalmethods of personnel recruitment. In variousnetworks and clusters specifically, differentinstruments have beendeveloped by the networkand/or clustermanagement, in case of need jointlywithmembers, taking into account the specific needsand requirements of the companies and institutionsinvolved. In this respect, possible activities that can beassumedby the network and/or clustermanagementare amongothers (to name some examples):

3 Organizing thewhole process of application(fromplacing ads to substantiated negativereplies)

3 Coordinating applications entered

3 Informing interested candidates (whichconditions and requirements the applicanthas to fulfil)

3 Examining applications andpre-selecting themon the basis of criteria of requirements

3 Coaching applicants

The advantages of these need-oriented networkand cluster solutions reside in the fact that the groupsof players involved aremostly relieved fromcomprehensive time- and labour-intensive processesof general recruitment, that the selection of possiblecandidates is reduced and that therefore onlyapplicantsmatching the recruitment profile arerecommended to the respective companies andinstitutions.

Theway inwhich suchnetwork-specific solutionscan be designed to support the process of personnelrecruitment is illustrated belowby the twopersonnelservice concepts “One application – 60 recipients” ofthe competence center automotive regionAachen/EuregionMaas-Rhein and the "Sensoricsskilled personnel pool" of the Strategische Partner-schaft Sensorik e.V., whichmay be transferred to net-work and cluster structures in other branches.

5.1.1 Personnel service concept“One application –60 recipients” of car e.V.

5.1.1.1 Description of the network

The competence center automotive regionAachen/EuregioMaas-Rhein (car e.V.) is an independentcompetence network of companies and researchinstitutions of the automobile branch. car e.V. islargely financed through contributions by itsmembers and research projects, offering a broadrange of services, such as lectures and contactswithsupra-regional networks and international projects toits approximately 16members located inGermany,Belgiumand theNetherlands. Since the beginning of2007, car e.V. has supported itsmembers additionallyin the sector of personnelmarketingwith thecampaign “one application – 60 recipients”.

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5.1.1.2 Brief description of theservice “One application –60 recipients”

With “One application – 60 recipients” the networkcar e. V. has developed a unique inter-company

personnel service concept. The service aims to enablemembers to have access to qualified skilled personnelat a lowcost andwithminimal expenditure. Applicantsthus send an initiative application to car e.V.,whichpasses theapplication to selectedmembers andestablishes contact in case of interest.

Fact file of competence network

Innovation topic Transportation andMobility

Innovation region Rhine-Ruhr-Sieg

Date of foundation 2001

Branches Automobile engineering (development and production of the automobile/questions and trends ofmobility)

Number of members 60members in Germany, Belgiumand theNetherlands (in 2008)

Contact car e. V., Theaterstrasse 35-39, 52062 Aachenwww.car-aachen.de

Fact file of network service

Service category Personnel service

Target group Networkmembers (internal players)

Service approach Aimed at solving the shortage of qualified young personnel,especially engineers in Germany.

Transferability to 4= very good transferability – can be transferred “one to one” to otherother network networkswithout further developments or adaptations.

5.1.1.3 “One application –60 recipients”

5.1.1.3.1 Underlying problems

Within thenetwork car e.V. concretedemands relatedtomembers aremade part of regular bilateral talksbetween the office and the representatives of theindividualmembers. Thewishes identified in thiswayare analyzed by the office, which develops concretemeasures on this basis that are discussedwith theexecutives of the association and thewholemembership.

In 2006 the acute shortage of qualified youngengineerswas a direct challenge formembers, asabout 70 per cent of themwere affected. An analysisby car e.V. showed that although the number of openjobs for engineers inNorth Rhine-Westphalia hadincreased by 47 per cent to 4,200 permonth, theprofessional prospects for engineers in the region ofCologne/ Aix-la-Chapellewere rated as being good byonly some 4per cent of students, as against some25 per cent forMunich and roundabout 15 per centfor Stuttgart.

The untapped local and supra-regional potentialopened an opportunity for car e.V. as a regionalcompetence network to support itsmembersthrough the activemarketing of local job possibilities.Adetailed survey conductedby car e.V. in 2006amongvisitors to the job fair “Bonding” inAix-la-Chapelleshowed a potential of up to 280 engineers per yearwhomight be interested in an activitywith themembers of the competence network;who, in otherwords,wished tohavea job in small andmedium-sizedcompanies of the automobile and/ormechanicalengineering branches, andwho could imagineAix-la-Chapelle as a location. The service offered by car e.V. istherefore not exclusively geared to the interests ofmembers, but also constitutes an added value for thetechnical university graduates of Aix-la-Chapelle(engineers of the universities RWTHand FH), closelyacquainting themwith an attractive option for aprofessional career ofwhich they had been littleaware.

5.1.1.3.2 Strategic approach andimplementation of theservice

The service offered since the beginning of 2007 isaimed at establishing contact between employers(primarilymembers of the association) and qualifiedjob seekers at regional level. This is done in a servicepackage comprising variousmeasures. On the onehand,members can publish their current job offers ina job exchange on thewebsite of car e.V. On the otherhand, car e.V. engages in personnelmarketing for itswholemembership in the region of Aix-la-Chapelle,e.g. through visits to fairs and classicalmeasures ofadvertising. The focus of the activities is on activemarketing by the personnelmarketing service underthe nameof “one application – 60 recipients” at theAix-la-Chapelle universities and at personnel fairs inthe region. car e.V. thereby enables people to haveaccess to the universities, which themajority of themostly small andmedium-sizemembers is unable toachievewith their own resources on account of theirlack of size. At the same time the students are offeredan attractive and simple chance to submit theirapplications to highly innovative, but frequently lessknown, employers of the region.

This is done through an initiative application tocar e.V., which is transmitted to selected affiliatedcompanies. The affiliated companies are selectedindividually on the basis of the interest andcompetence profile of applicants.


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Applicant

Interested member

Not interestedmember

4

5

1

3

2

2

Chart 6:Network service process

Source: car e.V.

The service is based on the following process:

1. Applicant sends initiative application to car e.V.

2. car e.V.-office transmits application documents toselectedmemberswhomatch the profile of theapplicant (collection of several applications in theformof an email sentweekly).

3. Interestedmembers contact car e.V.

4. car e.V. establishes direct contact betweenapplicant and interested company. Interviews areagreed bilaterally.

5. car e.V. gives applicant feedback about interestedcompanies or negative replies; in the case ofincomplete or qualitatively insufficientapplication documents, car e.V. gives theapplicant feedback andhints for improving hisapplication before it is distributed.

5.1.1.3.3 Financing and sustain-ability of the service

Success is controlled through structured replies fromcompanies and applicants, personal feedback talkswith affiliated companies and continuously recordedindicators of success. The replies are used to improvethe service regularly and are implemented by theoffice and the association board. Furthermore,

indicators of success are registered; so far some50percent of applicants have been invited for interviews, onaverage to 2-3 companies each. 15 to 20 per cent ofapplicants invited to interviews have been employed.

The service “One application – 60 recipients” isoffered permanently and is continued as long as theshortage of qualified youngpersonnelmakes supportfor the affiliated companies of car e.V. appearmeaningful. The continuous recording or feedbackand indicators of success helps to adapt the serviceregularly to changed requirements and frameworkconditions, so that a sustainableandalsoneed-orientedoffermay be guaranteed in future. A furtherdevelopment is, for example, possible because car e.V.could offer an integrated servicemodelwithwhichthe complete applicationmanagement is assumed ifthis service iswished bymembers.

This concept exhibits a great number ofadvantages for the parties involved over other offersand approaches. Important unique features are littleexpenditureandlow-cost forcompaniesandapplicants,a regional focus and a quality assurance by car e.V.Furthermore, the great efficiency of an initiativeapplication through “One application – 60 recipients”should be highly emphasized as the application isdirectly transmitted to the businessmanagementlevel of the company rather than to the personneldepartments. Businessmanagers generally have anoptimal strategic overall viewof the employmentopportunities for interesting applicants even if noconcrete jobs are advertised on these specificoccasions.

At present the service is exclusively financed frommembers’ contributions. A commercial opening forexternal players is possible, however is currently notbeing offered on strategic grounds, providing aconsiderable added value tomembers.

5.1.2 Personnel service concept“Sensorics skilled personnelpool” of Strategische Part-nerschaft Sensorik e.V.

5.1.2.1 Presentation of the serviceStrategische Partnerschaft Sensorik e.V. (SPS) is asensorics networkwith over 60 partners fromindustry and science. Since 2003 SPS has formed a

5.1.2.2 Brief description of theservice “Sensorics skilledpersonnel pool”

Thenewnetwork service functions as an agileplatformdeveloping into the interface and the bridgebetween qualified skilled labour andmanagerialpersonnel and the network companies. Here thenetwork structure frequently acts as a catalyst in theprocess of application. Close contactswith clustermembers from the university and college sector areused for recruitment. The network of relationswithpartner companies creates the prerequisites for jobplacements. The interests of applicants, employersand of Strategische Partnerschaft Sensorik e.V. itselfare actively represented by the Sensorics skilledpersonnel pool.


Innovation topic Micro-Nano-Opto

Innovation region SouthernGermany

Date of foundation 2006 (within the framework of the Bavarian cluster drive)

Branches Sensor technology

Number of members 38members, 75 partners (end of 2008)

Contact Strategische Partnerschaft Sensorik e.V.Josef-Engert-Strasse 9, 93054 Regensburgwww.sensorik-bayern.de


cluster platform to link and coach innovativeenterprises from the fields of life sciences,environmental technology, automobile engineering,automation, andmechatronicswith upstream serviceproviders, public institutions, technical colleges anduniversities, training centres and consulting firms.Within the framework Bavarian cluster drive theStrategische Partnerschaft Sensorik e.V.was entrustedwith the tasks of clustermanagement for the sector ofsensor technology inAugust 2006. Its aim is to speedup corporate networking, innovation funding andcompetence training.

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5.1.2.3 “Sensorics skilledpersonnel pool”

5.1.2.3.1 Underlying problemsSMEmembershave repeatedly addressed StrategischePartnerschaft Sensorik e.V. in order to support itstrongly in the field of job placements for skilledlabour andmanagerial personnel. Acting in theshadowof the global players, the SMEs are often notable to obtain for themselves the personalcompetences that suit their requirements. Indeed,graduates from the engineering sciences aswell,looking for their first employer, frequently orientatethemselves on the global players of the branchwhichgreatly appeal to them throughmore attractiveworking andpayment conditions. At the same time,the economic revival aggravates the struggle for thescarce resource of skilled labour, which confrontsboth big industrial enterprises and SMEs in thenetworkwith increasing problems. Tomeet thisrequirement, Strategische Partnerschaft Sensorik e.V.instituted the “Sensorics skilled personnel pool”. Itspartners from the universities and colleges hadlikewise recognized the chance to familiarize theirstudentswith the less knownormostly unknownhigh-tech companies of the sensorics branch in theregion throughnetwork cooperation in personnelpooling. The clearly articulated need of networkmemberswas therefore primarily the basis fordeciding to create the network service.

5.1.2.3.2 Strategic approach andimplementation

The clearly defined target groups – on the one hand,well over 30 affiliated firms of Strategische Partner-schaft Sensorik e.V. and its close partners and, on theother hand, all qualified applicants –were henceforthable to direct their open job offers and/or their appli-cations to Strategische Partnerschaft Sensorik e.V. andhave them included in the pool. In order not to endan-ger loyalties and relations of trust between the net-work partners, Strategische Partnerschaft Sensorike.V. established a clear principle: “Theremust beno

drainingof personnel or so-calledheadhunting

among thepartners by the Sensorics Skilled

Labour Pool”. The affiliated firms along the sensoricsvalue creation chain, especially as a result ofgeographical proximity, all too frequently findthemselves in competitive patternswith identicalpersonnel need structures. Thus, no applicantwhohas a labour contractwith a network company is inprinciple given access to the Sensorics skilledpersonnel pool.

Following this first step, an applicant is invited tojoin in an individual consultation aswell as coachingunits by Strategische Partnerschaft Sensorik e.V. Atthat initial stage,methods of optimizing applicationdocuments are jointlyworked out by the interestedparties, thewanted professional orientation isestablished, and existing potentials and “soft skills” ofthe applicant are focused. This allows a pre-selectionand a concretely coordinated recommendation ofapplicants for vacancies existingwith networkmembers. In addition to that, the individual interviewfunctions as an efficient instrument of quality control


Service category Personnel service

Target group Networkmembers (internal players) and partners

Service approach Aimed at solving the shortage of skilled young personnel, especiallyengineers and skilled labour groups.

Transferability to 4= very good transferability – can be transferred “one to one” to otherother networks networkswithout further developments or adaptations.

in order to subsequently admit appropriate applicantsto the service pool. Applicantswhohave beenadmitted are presented to all network partners in anoptimizedway andwith their respective social profile.The Sensorics skilled personnel pool thereby hasrecourse to the cluster’s nexus of relationship forapplicants, using its own close relations purposefullyfor establishing contacts andnegotiations betweenapplicantsandenterprises. For thenetworkcompanies,the Sensorics skilled personnel pool acts as a catalystin the process of recruitment – the companies therebysave time and costs. The SMEmembers in particularexperience the exclusive Sensorics skilled personnelpool as a service innovation that represents thefrequently non-existent human resource departmentto a large extent. The service has been offered sinceApril 2007 and there are permanently about 10 to 20current applicants in the Sensorics Skilled LabourPool. In total, over 100 applicants are alreadymakinguse of the pool.


An increasing service demandon the part of networkpartners andmuchpositive feedback have causedStrategische Partnerschaft Sensorik e.V. to pressaheadwith the establishment and furtherdevelopment of the Sensorics skilled personnel pool.At present a digitalized, complete placement serviceis being built on the newhomepage of Sensorik,Bavaria. The network service can thereby increase itsrapidness, availability and clarity. New standards forapplication have been createdwhich can condenserelevant information of the applicant on one page,allowing companies to compare applicantswith eachother comfortably and to save time. Furthermore, anin-depth and extensive programmeof services hasbeenworked out. In future, subjects like interimmanagement, personnel leasing and a separateexperts’ poolwill be included in the portfolio of offer.Potential valuecreation throughthecommercializationof the network service Sensorics skilled personnelpool, which then goes on tomarket the profiles ofapplicants for external interested parties aswell, is ofgreat interest to SPS. SPS thus appears as a personnelservice provider to external players of the clusterrequiring fees to be paid,while network companiescontinue to be conceded an exclusive, free or cost-reduced right of access.

5.2 Basic and further training

Like other technology locations, Germany is forced,economically and socially, to generate outstandingtechnical innovations.Without this capability for thepermanent development and renewal of products,processes and services Germany’s position as one ofthe leading industrial nationswould not have beenpossible. In that regard, the success of researchinstitutions and companies depends, in addition tomany other factors, chiefly on the capabilities andqualifications of theworking population.

However, as a result of aspects suchas, for example,globalization, demographic change or technologicaland scientific innovations, requirements forqualification, i.e. basic and further training, areincreasing permanently.Moreover, the range of basicand further training offered inGermany is extremelydiverse anddifferentiated. Theoffer of further trainingmeasures ranges fromvocational schools for graduatesof compulsory schooling undergoing their firstvocational training to thosewho are already qualifiedvocationally in the framework of basic and furthertraining.

Nonetheless, in viewof the relevant teachingmethods andcontents, thedifferent trainingmeasuresalways can only observe current standards and levelsof development, research and know-how. As far asgeneral vocational training schemes and offers forfurther training are concerned, it is however not oftenpossible to consider the specific needs of highlyspecialized technology companies and innovationnetworks. But in contrast to it and in viewof thethematic focusingwithin fields of innovation, therecruitment of qualified personnel andnotablysubject-related training and continuing trainingactivities are, amongother things, key to the long-term success of companies andnetworks.

For this reason, companies and also completenetworks and clusters are frequently forced to becomeactive themselveswithin the framework of basic andfurther training themselves. Basically, there are twodifferent options in that respect, where companiesandnetworks

3 either look for continuing education schemesand trainingmeasures aswell as seminars thatare best suited to copewith concreterequirements or problems involving establishedproviders,


3 or develop their own (certifiable) company-/network-specific basic and further trainingconcepts (possibly in cooperationwith trainingestablishments).

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Activities to train personnelData in %

10 30 40 50 60

Internal systemofmentors

Part-timetraining

Offering internaltraining and seminars

Possibility toparticipateinexternal trainingand

seminars

21 %

22 %

51 %

52 %

0 20

Chart 7:The most frequent activitiesto qualify personnel

Source: Haufe series of studies 2008

It is of crucial importance for companies andnetworks and/or clusters to knowwhich keyqualifications andproject-oriented skilledcompetences are needed for future developments.Particularly in the increasingly rapid process ofinnovation, the subject of “life-long learning”will begaining in importance, i.e. the knowledge and theability to apply the acquired knowledge and skillsneed to be adapted permanently by learningthroughout life. Thismainly goes good for thetechnology-related networks and clusters aswell,whosemarketandcompetitivepositionaredependentonnewprocesses aswell as products and services.However, in order to be able to generate innovationsregularly, specialized know-how,which always has tobe up to date, is required for the players activewithinthe network/cluster.

In that fieldmany companies andnetworks arealready committedwithin the framework of “Trainingon the Job” to train personnel for forthcoming tasks.In enterprises, research institutions and other players

affiliated to networks/clusters inter-institutionalmeasures, designed for basic and further training, arefrequently carried out by the respectivemanagement.Therefore, possible fields of activity for network/clustermanagement are (byway of example):

3 Observing the educationalmarket/recruitingnewand existing scientific personnel

3 Examining the needs and requirements ofaffiliated players regarding future profiles ofpersonnel (requirements and key areas ofqualification in dependence onnetwork-specificframework conditions)

3 Analyzing branch-related basic and furthertraining requirements

3 Support for, and complete conception of,measures of qualification

3 Organizing and carrying out qualificationmeetings and seminars (in-house training,workshops, study trips or inter-companylearning)

3 Developing andparticipating in the initiation ofcomplete vocational training schemes and studycourses at technical universities and colleges.

The basic fields thatmay be addressed incoordinationwith networkmembers and theirmosturgent requirements usually comprise three differentapproaches (with their subdivisions), such as:“Inspiring in youngpeople an enthusiasm fortechnology fromearly on”, “tailor-made trainingactivities” all theway to “continuing trainingmeasures to optimize success7”. The network and thenetwork partners involved increase their appealthroughbasic and further trainingmeasures –primarily designed for the network and oriented tothe needs of the network - through employeeswithqualifications in special fields of knowledge,whichare an important precondition for developingprocesses and products of innovation of the networkandwhichmay constitute a unique characteristic.

7/ Note: These three approaches describe thewhole spectrum – promoting young people, training and continuing education – and neednot be regarded as being exclusive, but describe possible fields of activity. Neither is it necessary to address all fields, but only thosethat have been classified as specially important, which, however, can be built on each other in amodular form if required.


Innovation topic Production and Engineering



Branches Automotive

Number of members 280members (in 2007)

Contact AutomotiveWirtschaftsregion Bergisches Städtedreieckc/oWirtschaftsförderungWuppertal AöRLise-Meitner-Str. 13, 42119Wuppertalwww.kompetenzhoch3.de

In the followingwewill explain the “BergischeBildungspreis Automotive/Automotive EducationAward” of theAutomotive Economic Region of theBergisch Triangle, the Summer School of IVAMe.V.and the further training concept “Training to be aprocess coordinator for plastics” of theMaterialsInnovationNetwork of Northern Bavaria, as these arevery good youth promotion schemes and basic andfurther trainingmeasures, which are beingimplemented by networkmanagement following asurvey of needs conducted among affiliated players innetworks.

5.2.1 Young talent work concept“Bergischer BildungskreisAutomotive” of theAutomotive EconomicRegion of the BergischTriangle

5.2.1.1 Presentationof the network

The Bergisch Triangle is one of the leading technologyregions and ismarked by a high density of innovative

companies, especially from the sector of automobilesubcontracting. Under the umbrella organization“kompetenzhoch3” its activities are geared tosupporting the future-oriented development of theautomotive location and its quality. Entrepreneurs asincubators of ideas largely contribute to developingthe network further through their financial andcommercial commitment.

5.2.1.2 Short description of theservice “BergischerBildungspreis Automotive”(Bergisch Education AwardAutomotive)

In order to strengthen the innovative power of com-panieswith qualified youngpersonnel in future too,the group of regional automobile sub-suppliers – theBergischAutomotive Intra-company Social – hasembarked upon an alternative road in the run-up toclassical recruitment. The Bergisch EducationAwardprimarily aims to draw the attention of junior staff tothe great number of occupational prospects of thelocal automobile subcontracting industry and toattract them to the region in themedium term.


5.2.1.3 “Bergischer BildungspreisAutomotive”

5.2.1.3.1 Underlying problemsTechnologically oriented companies need committedyoung talent tomaintain their position on themarketin future, too. A commondenominator for themembers of the network found quicklywas thereforetheirworkwith junior staff, towhich they hadadopted a completely different approach before thenetworkwas set up, the aimbeing to produce youngacademics by their own efforts tomaintain theregion’s edge in research anddevelopment. This isaddressed to the upper school level, which is unawarethat 80 per cent of value creation in the automobilesector comes from subcontractors and that thedevelopment and the design of newgenerations ofvehicles are largely controlled by that sector. Thosestudents even donot know that the number ofautomobile subcontractors in the Bergisch Triangleis as high as that and that the diversity of jobcharacteristics is as diversified as in hardly anyother branch of industry.


Under the Bergisch EducationAward, students of the12thgrade are invited to come to companies, and areasked to solve a taskwhich all groups, nomatter towhat company they have been assigned, have to solveequally. In thisway, teamsmadeup of students fromRemscheid, Solingen andWuppertal, are deliberatelyput together in such away that they possibly do not

knoweachother. The task is toprove their spontaneity,team spirit and creativity. On the following day, thegroups of students,meeting all together on the stage,present the results of theirwork individually to a juryof entrepreneurs. This has the advantage that as resultof the presentations, all the students come to knoweach of the companies involved. Apart fromattractiveprizes, the biggest advantage for the students is,however, the fact that nomatterwhat place a studenthas reached in the competition, each participant isguaranteed a position of his own choice for theirpractical training in a company.


The Bergisch EducationAwardwas held for thefourth time inOctober 2008 and for the first time thenumber of applicants from schoolswas so great thatthe quality of the applicationswas the decisive factorfor the participation so thatmany negative replieshad to be given by the network. As the network is incharge of the procedure of selection, no companywillthus becomeunpopularwith the potential juniorstaff. The Bergisch EducationAward 2008was offeredby 13 companies.

This project could be raised to federal state levelin future. The idea is to have the competition carriedout in the automotive regions of the federal state ofNorth-RhineWestphalia (Aix-la-Chapelle, Lippstadt,South-Westphalia). Subsequently, the threewinnersof each competitionwould be able to participate in astate-wide competition. The state-wide students’competition “Bildungspreis AutomotiveNRW”would

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Service category Workwith junior staff


Service approach Aimed at inspiring the enthusiasmof “Young People for Technology” earlyon to counteract the shortage of skilled personnel

Transferability to 4= very good transferability – can be transferred “one to one” to otherother networks networkswithout further developments or adaptations.


indeed be realistic on the basis of themodel of the2009 Bergisch Initiative.

The Bergisch EducationAward is fully financed bythe companies involved. The network only assumes acoordinating role to facilitate the process(www.bergischerbildungspreis.de).

5.2.2 Training concept “SummerSchool” of IVAM e.V.

5.2.2.1 Description of the network

IVAM is the professional association formicrotechnology, nanotechnology andNewMaterials inDortmund. Currently, nearly300 companies, institutes andnetworks from18 nations are affiliated to the competence networkIVAM. The association is industry-oriented andessentiallyworks for small andmedium-sizedcompanies. Only companies arememberswith votingright so that on theManagement Board too onlycompanies take an active part and develop thestrategy (further). Themembers affiliated to IVAMarepredominantly small companieswhich in theiroperation are very technology-intensive, workingwith high investment costs and a high degree ofspecialization. They offer services and products thatrequire explanation, frequently for newmarketsand/or newapplications. Given this feature ofmembership, three lines of activity of IVAMhavedeveloped since 1995:

1. Technologymarketing: support formarketingand for communication concerning products andservices requiring explanation.

2. Internationalization: development of strategiesfor an optimal support of corporate tasks ofinternationalization.

3. Lobbywork: supportivemeasures, particularlyfor small enterprises in the field of personnel,financing of innovations, e.g. public projectseligible for funding and advisory service forbusiness start-ups.

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5.2.2.2 Brief description of theservice “Summer School”

TheMicrotechnology Summer School is designed as arecruiting instrument for companies and for smallandmedium-sized enterprises in particular, which tostudents are not known, aswell as the big players. Atthe same time, theMicrotechnology Summer Schooladdresses itself to students throughout Germany.The basic idea is to create a specific platform forcompanies and potential applicantswith a view torecruiting newpersonnel.





Branches Microtechnology, nanotechnology, andNewMaterials

Number of members some 300members (as of 2008)

Contact IVAMe. V. c/o Fachverband fürMikrotechnikEmil-Figge-Strasse 76, 44227Dortmundwww.ivam.de


Service category Personnel service and training

Target group Companies; networkmembers (internal players) and non-members(external players), students from thewhole of Germany in the fields ofmicro- and nanotechnology

Service approach Aimed at solving the recruitment bottleneck and the shortage of qualifiedyoung talent, especially in the sectors ofmicro- and nanotechnology inGermany

Transferability to 3 =good transferability – can be transferred to other branches and valueother network creation chains afterminor adaptations to individual problems.

5.2.2.3 „Summer School“


TheMicrotechnology Summer Schoolwas launchedin2006by IVAMcompanies at the cluster atDortmundto counteract the recruitment bottleneck of thisbranch of industry.Micro- andnanotechnology are across-sectional technology so that the diversity ofbranch-specific job characteristics is correspondinglyhigh.Given this high interdisciplinarity and innovativepower aswell as technology and knowledge intensity,there are at present a recruitment bottleneck and ashortage of skilled personnel. This basic problemwastakenup in the annual survey conducted amongmembers and led to the conception of“Microtechnology Summer School Dortmund”.


TheMicrotechnology Summer School inDortmund isdirected at students of the engineering andnaturalsciences. Companies from themicrotechnology fieldpresent themselves as potential employers andinform themabout the excellent job prospects offerednotably by small andmedium-sized enterprises,conducting talkswith tomorrow’s skilled labour.Students come to know the regionalmicrotechnologycompanies. They are given specific information aboutin-house activities, establishing sustainable contactswith potential employers.

In addition to that, fresher-up courses are givenon the basics of technologies, predominantly byuniversity professors. Information is provided ontechnological practice in the company all theway toproduct examples. To complete college anduniversityeducation by business and practice-related topics, theaspects Setting up business, Technologymarketingand Patent systemare discussed.

The organizers (FHDortmund, FHGelsenkirchen,IVAManddortmund-project) choose from theapplications of students a group of 30-35 participantswhomay be eligible for recruitment. A high yardstickof quality is thus applied. The participants come fromall over Germany, butmost of them fromNorthRhine-Westphalia.


TheMicrotechnology Summer School does not onlyserve to deepen learning contents subject-wise, as allcommonmodels of the Summer School havepreviously done at universities and colleges, but alsooffers a recruiting platform for companieswhich isthe first of its kind. TheMicrotechnology SummerSchool has already achieved a high degree offamiliarity after two years only.

At present, it is planned to expand the concept ofservice technology in the framework ofwhich IVAMe.V. has a special focus onnanotechnology andNewMaterials. In the sector of surface technology – aboveall with regard to plastics – there are currently nostudy courses so that such an event is also intended tomotivate students to specialize and concentratethemselves on this sector. The programme is beingestablishedwith competent partners.

Another development of the service is to extendtheMicrotechnologySummerSchool toother locations.In 2008 itwas held once again inDortmund, for thefirst timewith SpeedRecruiting. In future it will alsobe conceivable to have the Summer School take placeat other locations andMST clusters, e.g. Baden-Württemberg andMunich, to integrate the practicalexperience and scientific competences of otherlocations into the network. The event is open forexternal participants and thus can also be aninstrument forwinningnewmembers.

As a follow-up to this Summer School, theparticipants are questioned about the quality of thecontent, of the presentationof lectures andof theselectionof themes,which allows optimizing theorganization, the contents and the implementation.

Financing by the participating companieswillshow if the event is useful. If financial support for thecompanies should be reduced, the conceptwill bescrutinized in depth and a decision takenwhether itwill be continued. To ensure its sustainability, thebusinessmodel has been defined from the beginning:financing throughparticipants (minor part) and bycompanies.


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5.2.3 Further training concept”Training to be a processcoordinator for plastics“of the Materials InnovationNetwork of Northern Bavaria

5.2.3.1 Presentation of the networkTheMaterials InnovationNetwork of NorthernBavaria (WIN) is a cooperative venture of thecompetence centre “NewMaterials of NorthernBavaria” (KNM) and of the Frankonia Plastics Networke.V. (KNF).While the former – KNM– is a scientificservice provider for process development, the focus ofthe latter – KNF – is on informationmanagement andthe exchange of experience for the plastics processingindustry.Within the network all corporate levels –from the R&Ddepartment to the skilledworker – areintegrated. It is the aimofWIN to encourage theexchange of experience and cooperation between thecompanies inNorthern Bavaria.

5.2.3.2 Brief description of theservice ”processcoordinator“

The Frankonia Plastics Network (KNF), as one of thecooperation partners in theMaterials InnovationNetwork of Northern Bavaria (WIN), has developed afurther training concept specially adapted to plasticsprocessing entitled “Training to be a ProcessCoordinator for Plastics”. The service aims to trainpersonnel fromvarious affiliated companies, takinginto account the different corporate andworkcultures aswell as technical languages as foundparticularly at the interfaces of the value creationchain.


Innovation topic NewMaterials and Chemistry


Date of foundation 2003 (within the framework of the high-tech drive “Future of Bavaria”)

Branches Plastics,materials research,materials technology


Contact Kunststoff-Netzwerk Franken e.V.Gottlieb-Keim-Strasse 60, 95448 Bayreuthwww.kunststoff-netzwerk-franken.de

Neue MaterialienKompetenzzentrum

5.2.3.3 Training to be a ”processcoordinator for plastics“


Within the KNF, groups of expertsmeet regularly intenworking groups, such as processors, toolmakersand technology-oriented subcontractors. Thismutualexchange of experience on the operative level and thepossibility of looking at problems fromdifferentangles showed the players involved that therewas aproblemof communication andunderstandingwithin the value creation chain of plastics processing,reducing the efficiency of cooperation. This oftenresults from the fact that different corporate andworkcultures, different languages, and qualificationprofilesmeet at the interfaces of the process chain.Starting from theway inwhich that problem isperceived, the further training offer “Trainingconcepts for a process coordinator of plastics”wasworked out, specially tailored to the concerns ofthe network and of the plastics industry.


In the Frankonia Plastics Network (KNF) 17 companiesfrom the different value creation levels, acting jointlywith the office of the competence network, set up aworking group on the subject of “basic and furthertraining” to jointly develop a strategy for problemsolutions. The concept, whichwasworked out inmoderatedworking sessions, envisages preparingskilled personnel for challenges they have to face atthe interfaces, the aimbeing to train personnel at the

internal and external interface positions in such away that they acquire the skill to coordinate themanufacturing process on their job across therespective interfaces.

Special importance is attached, apart fromtechnical contents, to imparting communicativeskills, because these are hardly taken into account intraditional technical training. Over and above it, theemphasis of further training is to be put onunderstanding the concerns, requirements andtechnical necessities facing the cooperation partners.

Thequalification concept is characterizedby the

followingmodules:

3 Seminarswith technical contents

3 Follow-up preparation of seminarswithin theframework of a virtual class room

3 Accompanyingmeasures

3 A scientific evaluation by an external institution.

The seminar contents, which are jointly coordinatedwith companies and participants in the courses, aretaught over a period of two years in seven to eightspecial seminars usually lasting twodays. Thisknowledge is impartedbypersonnel of the companiesinvolved,whichmeans, the trainingmeasures arecarriedoutbyexperts in thepremisesof thecompanies.In thisway, participants are enabled toget acquaintedwith the other companies and to see practicalapplications on site. All seminars are geared tointeraction and communication,where so-called“soft skills” like conducting conversations or conflict


Service category Basic and further trainingmeasures


Service approach Aimed at solving a concrete problemwithin the network.

Transferability to 3 =good transferability – can basically be transferred to other branches andother network value creation chains afterminor adaptations to individual problems.


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management are part of the further trainingprogramme.

Between the individual seminars the seminarcontents are discussed subsequentlywith the help ofan interactive computer-assisted systemprovided byan affiliated company to the further training teamasaplatformwithin the frameworkof a virtual class

room. This instrument serves to answer the questionsthat have remained open.

Beyond that, accompanyingmeasures have

been conceived, suchas team-building seminars

and “Train theTrainer seminars”,where lecturersfor the seminars are trained by a professional lecturerregarding rhetoric, techniques of presentation,dealingwith objections, etc. to ensure for participantsof the further trainingmeasures proper that technicalcontents are imparted inanoptimalway. Furthermore,the participants have the chance to assess thequalificationmeasurewithin the framework of a“closing seminar”.

To give scientific assistance to the further trainingmeasure, the “BusinessManagementResearchCentre”for questions relating to small andmedium-sizedcompaniesat theuniversityofBayreuth (BF/M-Bayreuth)has been integrated. Togetherwith the networkoffice, an evaluation concept has beenworked outwhich on the basis of scientificmethods investigatesthe status quo at the interfaces of the company. Theresultswere processed and evaluated at the researchcentre, which transmitted them jointlywith the officeto themembers of theworking group andpresentedthem to the participants in the team-training seminarto guarantee the transparency of all processes.

Additionally, the participants are given theopportunity to fill in a questionnaire on every eventand tomake suggestionswhich, if possible, arematerialized at the follow-up events. The furthertrainingconcept is therebygoing throughapermanentprocessofoptimization,which is consistentlyorientedto the practical needs of the participants and, as aresult, to those of the companies.


To finance the entire further training process, anindependentmethod of calculation has beendeveloped. It foresees that the costs of the events are

borne by the companies themselves. The fee forparticipation in the further trainingmeasure totals2,750 Euros, but the companieswhich admit andteach the participants, thus giving an input in theformof learning units, get a refund from the overallcosts of the project.

Within theworking group “basic and furthertraining” those in charge of the participants in thetraining represented there report on positive effectsof the further training concept, both regardingparticipants’ personal development anddevelopmentof skills. In addition to an “added self-confidence”,there is an awareness of increased personal initiativeand improved teambehaviour. These changes arenoticeablewith all participants.

The further trainingmeasure to become a“process coordinator for plastics” has been in its firstround since 2007. After the first half of themeasurehad been completed, the competence networkwasfacedwith numerous demands formore rounds to becarried out, so that this network service is to be put ona permanent basis.

5.3 Funding of innovations andstart-ups

Efficient companies, colleges anduniversities,research institutions and various service providerscooperate in successful networks and clusters, thusuniting the qualified labour of a region, too, in aspecial fieldof subjects.Given thisgreat concentrationof skills and, frequently, the existence of a goodbranch-specific infrastructure aswell, networks areusually characterized by a highmeasure of readinessfor an innovation culture anddevelopment.

The close cooperation between research and theeconomy also helps strengthen entrepreneurialthought, particularly at universities and researchestablishmentsand innovationshavingbeendevelopedpartly serve as a concrete reason for company spin-offs andmainly start-ups.Moreover, newproductsandmethods of production are frequentlyimplemented andmarketed by young companies inthe first place, because established firms are generallytoomuch oriented to the requests of big customers ortheirmain target group and confine themselves tomarginal improvements of their existing productportfolio or do no see any, or only too little, demandfor radically newproducts (Metzger/Niefert/Licht


2008). Accordingly, young companies are of greatimportance for the diversity of commodities and thegrowth of economies. In that process, younghigh-tech companies are especially relevant, becausethe degree of innovation and/or the knowledgeorientation is in the high-tech sectors above averageand the probability of innovationswith anextraordinary potential is higher than in othersectors.

The consequence from this fact is that high-techcompanies, considering their sales figures, frequentlyhave above-average expenditure for R&Dmeasures.In order to compensate it quickly, it is necessary todevelop a newproduct fast formarket entry andtherebymake it available to the customer(Metzger/Niefert/Licht 2008). Younghigh-techcompanies thereby accelerate technological change,but likewise force established companies to engage infurther innovation activities, thus increasing thecompetitiveness of the economy.

Nevertheless, young companies are facing newdemands, particularly in case of spin-offs and start-ups, because the successful foundation of a companyis not only dependent on an innovative idea and itsimplementation, but alsomakes high strategic andeconomic demands on business starters. Thatmeans,not only scientific and technological competences arecrucial for the long-term success of a newly foundedcompany, but above all businessmanagementqualifications.

As a rule, youngbusiness starters in the phase ofsetting up and establishing business, where the focusmust be on the development and implementationof innovative ideas in the first place, need to besupported by competent and experienced experts.For business starters therefore themost importantbasis for success is, apart from the business plan,correct information about such aspects as, for exam-ple: “what is the process of starting business like”,“how can a business plan be developed”, “where can Iget the necessary capital from”, “are there alternativefinancing options”, “what is the right legal form”, or“how can a sales network be built up”, etc. For thisreason, advisory services inGermany are extremelydiverse, ranging fromadvisory offers onmunicipal,regional aswell as federal state andnational level todifferent commercial consulting firms.

In addition to these comprehensive advisoryservices, various competence networks and clusters,

such as the network of Baden-Württemberg:Connected e.V., have developed their own advisoryconceptswith high practical relevance, integratingnetwork players as coaches for special issues offeredto networkmanagements as services. Apart fromsupport and advisory services for business start-ups,there are alsomany opportunities for networks andclusters in the field of innovation funding to developoffers or services for internal and external players.Frequently, small andmedium-sized companieswithout R&Ddepartments of their own are in need oflarge financial resources for development activities ortheir own laboratories and/or test sites in order totranslate innovative ideas intomarketable products.

Services of supportwhich could be rendered hereare, amongothers, advisory services for processdevelopment “from the idea to the product”,information about financing possibilities for R&Dprojects, the search forpotential cooperationpartnersor the allocation of branch-specific infrastructuressuch as laboratory, demonstration or test facilities.Taking theVDCDemonstration and InnovationCentre of the networkVirtual DimensionCentre fromFellbach as an example, it is shownhownetworks andclusters can build up infra-structuralmeasures andmake themavailable to theirmembers.

5.3.1 Technology and innovationconcept ”VDC Demo andInnovation Centre“ ofVirtual Dimension CenterFellbach w. V.

5.3.1.1 Presentation of the network

TheVirtual DimensionCenter VDCwas foundedin 2002 as a competence and innovation centre forthe technology field Virtual Engineering (VE)headquartered at Fellbach. The network pools theknow-howof leading researchers, developers,providers andusers of 3Dvisualizationand simulationtechnology aswell as technologies of Virtual Reality(VR). It has set itself the aim to foster the developmentanddissemination of VE technologies by establishinga sustainable communication platform for all thecompanies participating in the development, anduniversities, colleges and research establishments.Of all enterprises, SMEs are to be supported inintroducing the new technologies in order to improve

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their competitive situation and to develop therelevant know-how further.

5.3.1.2 Brief description of VDCDemo and InnovationCentre

TheVDCoperates a demoand innovation centrewhere a great variety of products (hard- and software)

ofmembers are provided for the purpose ofdemonstration, further development and testing aswell as for the transfer of technology. Aside fromintensifying the exchange of know-howandinformation betweenplayers, supra-enterprisecooperation is launched via the platformand, aboveall, the technologies of Virtual Engineering areopenedup for small andmedium-sized companiesaswell.


Innovation topic Information andCommunication



Branches Virtual Engineering, 3D visualization and simulation technology, VirtualReality technology, for the computer-controlled planning anddevelopment of newproducts


Contact Virtual Dimension CenterAuberlenstrasse 13,70736 Fellbachwww.vdc-fellbach.de


Service category Funding of innovations and start-ups

Target group Networkmembers (internal players) and external players (e.g. SMEs)

Service approach Aimed at solving a concrete problem for SMEswithin the branch andprovides infrastructural offers

Transferability to 3 =good transferability – can basically be transferred to otherother network branches and value creation chains afterminor adaptations to individual

problems.


5.3.1.3 VDC Demo and InnovationCentre


Especially in small andmedium-sized companies, theuse and integration of new technologies is oftenboundupwith great insecurities. In its demonstrationcentre theVDCprovides a neutral and objectiveoverviewof the different solutions that can be leasedfrom the companies for first projects, too. Thepossibility of further developing the technologies inthe area of Virtual Engineering in theDemoandInnovationCentre through the “Living Lab” approachdescribed above, has as a consequence to tap thegreat development and thus also the futuremarketpotential of the technology field. Further trainingseminars and lectures given to students and pupils inthe demo centremake (future) personnel of thecompanies fit for current and future requirementsand draw the attention of youngpeople to vocationsin the ambient technical field.


TheVDCdemonstration centre is located in amodernoffice building in the immediate vicinity of the stationat Fellbach. Apart fromofficeworkplaces and thegenerous lounge (ca. 80 squaremetres) with counterand catering section,which can be used for theclosing of events, the demonstration centre ismadeup of two show rooms (61 and 38 squaremetres,respectively). In these rooms topical products fromthe fields of theVDC’s hard- and softwareare exhibitedandmade available tomembers (crash and flowsimulations, projection systems, 3D architecturevisualization and virtual design demos). Thetechnology teamof theVDCoffice is in charge of theirmaintenance and operation and of providing them tobothmembers and external players (e.g. SMEs) fordemonstration purposes and projects.

The demonstration centre can additionally beused for talks, workshops, presentations and/orcongresses. Both show rooms are equippedwith afully functionable VR system (stereoscopic backprojection, optical tracking, input devices, surroundsound systems).With regard to the soft- and hardwarecurrently used, a number of VE solutions are offered

by the affiliated companies. The infrastructure allowsintegratingVE systems and components both on aMicrosoftWindows and on a Linux platform. Thetechnical resources in the show roomare beingpermanently developed in cooperationwithmembers.New technologies can be installed, tested andimproved aswell as developed furtherwithout anyproblems and also in collaborationwith final users,researchers and other partners. The office possessesthe technical competence to put the installed soft-and hardware in operation and to implement andexplain applications for demonstration. The platformoffers users an overviewof the solutions existing onthemarket.

In addition to permanently developing the offerand technical resources of the demonstration centre,a technology and application-oriented laboratory isbeing built, where the current project stages areregularly used by prospective users in the formofprototypes andwhere interimproject results arebeing permanently fed back (Living Lab approach).This approach ensures on the one hand that projectusers can participate early in project results. At thesame time, developers are given feedback onproject/product improvements fromauser’s viewpoint veryearly in the development process.


TheVDCprovides for this laboratory the technicalinfrastructure in the formof up-to-date computers,projection and tracking systems, etc. In order toachieve an exchangewith comparable facilities aboutthe latest developments,methods and instrumentsrelating to the Living Lab approach, theVDChas alsoapplied for admission to the “EuropeanNetwork ofLiving Labs” andwas admitted as a newmember tothe network inOctober 2007.

TheVDCoffice finances itself throughcontributions of itsmembers, by leasing premisesand equipment, and throughprojects and funds.

Public relations are organized through events,press contacts, technical contributions, lectures andamonthly newsletterwith topical news from thenetwork andnews around the subject of VirtualEngineering.

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5.3.2 ”Coach & Connect“ – thesupport programme foryoung high-tech companiesof the Economic Initiativeof Baden-Württemberg:Connected e. V. (bwcon)


Baden-Württemberg: Connected e.V. (bwcon) is oneof themost successful technology networks in Europeand the leading economic initiative for the promotionof the innovation andhigh-tech location of Baden-Württemberg. Some 430 companies and researchinstitutionswith 4,400 experts profit fromnetworking via the bwconplatform.With itsworkingfields Creative Economy,Health Care, InformationandCommunication Technology (ITC) aswell asConnecting Technologies bwcon is setting up a basis

unique in Baden-Württemberg for inter-branchtechnology use and interdisciplinary cooperationbetweendevelopers, users and investors.With itsannual advertising of the renownedHigh-techAwards CyberOne, bwcon appeals to youngcompanies that provide impulses andnew standardswith innovative business concepts.

5.3.2.2 Brief description of theservice ”Coach & Connect“

With “Coach&Connect” bwcon offers a broad rangeof advisory and coaching services both for young andexpanding companies. The companies are linkedwithexperts, investors and cooperation partnerswithinthis framework, the aimbeing to assist innovativecompanies from the technology field, branch-specifi-cally and purposefully, in the different phases of theircorporate setup, frombusiness start-up via consolida-tion all theway to expansion.


Innovation topic Information andCommunication



Branches IT andHigh Tech

Number of members 430members in Germany (in 2008)

Contact Baden-Württemberg: Connected e.V.Breitscheidstr. 4, 70174 Stuttgartwww.bwcon.de


Service category Support programme for young high-tech companies

Target group Innovative start-ups and young technology businesses. The service is opento networkmembers and external players.

Service approach Aimed at solving a concrete lack of experience and competences in respectof entrepreneurial andmarket-related problems for business starters.



5.3.2.3 “Coach & Connect“


Many business starterswant to be supportedcompetently in the different stages of setting upbusiness, from start-up via consolidation all thewayto expansion. Technology-oriented start-up teamsoften lack the experience and competences inbusiness andmarket-related questions. Support isneeded especially in issues relating to strategicalignment,market and competitive strategy, settingup sales business and questions of alternative forms offinancing (e.g. venture capital).Many classicaladvisory services are unable tomeet the highlyspecific needs and requirements of high-techstart-ups and expandinghigh-tech companies.In order to overcome this shortage, bwconhasdeveloped the programme “Coach&Connect”.


Components of the programme “Coach&Connect”are, amongother things, initial consulting, businessplan advice, financial consulting, providing coachesand experts, aswell as various events as networkingplatforms.Moreover, selected further trainingmeasures are offered as a basis to start from. Theproject ismadeup ofmethodologically and didacti-

cally different individualmodules, which are adjustedto each other and can be combined depending on theneeds of the young company.

Chart 8: Modules of the service“Coach & Connect”

Source: Baden-Württemberg: Connected e.V.

Within the framework of free initial consultationby personnel of the bwcon office, where the businessand start-up plan is checked, conceptional and perso-nal-relatedweak points are identified. On the basis ofthe identified need for support, the follow-up supportprocess is developed and appropriatemeasures fromthe “Coach&Connect” programme recommended. In

Fosteringinnovation andentrepreneurshipat the technologylocation of Baden-Württemberg

bwcon:Coach & Connect

CoachInitial adviceManagementcoaching groupProvidingexperts/consultants

ConnectSpecial interestgroupsBusiness roundtablesVC socialsLunchExperts’/specialforumsDialoguesInnovation fair

Learn:Qualification in seminars and intensiveworkshops

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updating talks the progress achieved is evaluated andthe support programmeadapted.

For support, the followingmodules in particular

are available:

3 Directly providing experts:As a central contactpoint, the bwcon office directly provides youngtechnology companies to suitable partners fromthe bwconnetwork in the field of specificquestions such as legal protection of softwareanddue diligence. In addition, direct contact canbe establishedwith investors through thecomprehensive contact networkwith businessangel networks, VC firms aswell as business andfunding banks.

3 ManagementCoachingGroup (MCG):Under thedirection of bwconboardmemberHarald Fuchs(LBBWVenture Capital GmbH), 19mostly formerboardmembers and business executives from thehigh-tech branchhave come together in theMCG, contributing their valuable joint experienceand know-how in coaching and advisory servicesfor young andmedium-sized companies. Thefocus of the offer is on project-related consultingormanagement tasks that are limited in time. It isthe aimof thementors’ programme to criticallydiscuss existing businessmodels of youngcompanies aswell as to advising and assistingthem. In the office a personwhoorganizes thematching ofmentors’ andmanagement teams iscentrally in charge of theMCG. The youngmanagers can professionalize theirentrepreneurial thinking and actingwithin thementors’ programme. In that programmebwconprovides support, constructive criticism, aprofound knowledge of themarket andknowledge ofmethods in translating therespective business ideas into practice. In thisrespect, an assessment has to bemade of thebusiness plan in the fields of the corporateparameters Product/service,Market andcompetition, andMarketing/sales, Financing andproviding important business contacts. Businessstarters profit from the excellent technicalcompetences and experience of thementors inquestions related to businessmanagement andbranches and from the possibility tomake use oftheir large personal networks.

3 Business round table andVC intra-company

socials: The round tables and socials are held in

the formofmotivation presentations bysuccessful business starters and experiencedentrepreneurs, offering, in addition to authenticreports on experience gained, an effectivenetworking platform. The thematic focus is onfinancing,marketing, sales and competition. Fornetworking, other forms of events are available,such as lunches or dialogues.

3 Workinggroups (special interestgroups):For thesubjects ofCRM, IT Law, eHealth andOutsourcing,special interest groups are offered. By becomingintegrated into theseworking groups, whichexchangeexperienceon specific topics in sessionsheld regularly, and develop joint projects,business starters can get networkedwith expertsand experienced entrepreneurs. Theworkinggroups organize forums of experts and technicalcongresses annually. The latter offer youngenterprises an opportunity to dealwith the latesttechnological developments intensively andwitha focus on a special branch, aswell asmakingcontactwith established enterprises and branchexperts.

3 Innovation fair: the innovation fair,which is heldevery year, offers exhibitors the unique chance topresent, in a compactway and across differentbranches, products, services and processes at lowcost to a high-ranking audience at the fair. Bycooperatingwith other networks it is possible toadopt an approach spanning differenttechnologies,whichhelps to initiate cooperationsandnewbusiness contacts.

3 Seminarsand intensiveworkshops: In compacthalf- and full-daymeetingsmanagement andtechnology-related subjects are specificallyprepared for young technology companies andprovidedwithin the framework of interactivesmall group coachings. Professional trainers andexperienced entrepreneurs from the bwconnetwork are recruited for themeetings, whichensures that their lectures are verymuchoriented to practical needs.


The programme “Coach&Connect” has been offeredsince 2005. By the end of 2007, roundabout 2,000short and intensive consultationswith business


starters, people interested in setting up business,young entrepreneurs and cooperation partnerswereconducted. 57 qualification andnetworkingmeetingson differentmanagement and technology themeswere carried outwith about 1,900 participants and129 lecturers from the economic and scientific com-munities. 28mentors of themanagement coachinggroupwere placed at the disposal of youngmanagement teams. Since September 2008, theprogrammehas been offeredwith additional servicemodules named “Coach&Connect Plus+”.

In order to implement services of support, it isnecessarymainly to fall back on experts from thebwconnetwork (experts fromaffiliated companiesand organizations act as lecturers and coaches). Thisensures that the lectures have a high degree ofrelevance to practical needs. In addition, individualmeasures of support to dealwith highly specificproblems and questions can be offered.

It is thereby possible to provide a very large rangeof technology expertise and branch-related know-how.The supportpool is beingupdatedandexpandedcontinuously. It is expandedbyaddressingappropriatecandidates fromthepersonalnetworkof relationshipsof bwconplayers.

The services are financed from theAssociation’sown funds andparticipation fees (e.g. seminarsrequiring fees). The programme “Coach&Connect”was supported by theMinistry of Economics Baden-Württemberg - initiative for business start-ups andbusiness succession (ifex) - with funds from theEuropean Social Fund (objective 3) – in the period2005-2007. The follow-up programme “Coach&Connect Plus+” is also being supported accordingly.

5.4 Public relations

The fundamental importance ofmeasures of publicimpact resides in the art of “generating a positivepublic opinion by the spoken or printedword, byactions or by visible symbols, for one’s own firm, itsproducts or services”, Carl Hundhausen, one of thefirstGermanPRexperts,observedinanarticlepublishedin the journal “Die deutscheWerbung” as early as1937.With regard to networks and clusters, publicrelations can be defined as the succinct, externallyoriented presentation of the network and/or clusterwith its visions, goals, structures, profiles of players,innovationproducts, services, and other specific

network/cluster features in order to achieve anincreased degree of familiarity.

It is the aimof the externally orientedcommunication to build reputation for thenetwork/cluster and for the region as a location(appeal) and attract through it further players(investors, customers, clients, etc.) for the networkand the region (power of attraction). For externalplayers,meaningful public relationsmustmake clear,rapidly and precisely, what is specific anduniqueabout the network concerned. In otherwords, itmustbe shownwhere the network and/or cluster differsfromothers of the samebranch or innovation field.This implies that the clearer themessage of thenetwork, themore effective its (national andinternational) positioningwill be in consequence.

Successeswhich accentuated public relations can aimto achieve, are amongothers:

3 clear perception of its position in locationalcompetition,

3 more orders,

3 more cooperations, alsowith external players,and, as a consequence,more innovationproducts,

3 addressing and contacting new target groups,

3 openingupnewmarkets,

3 higher and faster increase inmembership,aswell as

3 more recognition and acceptance outside.

At the same time, public relations prior to anexternally oriented presentation, offers the chance inparticular that networks internallymake clear theirown aims, visions,methods or cooperation relationsagain and again, define their actualmessage andunique characteristics and, if need be, adapt them tochanged framework conditions. It is crucial in thisconnection thatmembers of networks and/or clustersidentify themselveswith the different forms ofpresentation of a communication oriented internallyandexternally, because their own innovationactivities,strategies etc. are presented in associationwith otherplayers. In order to have public relations that arestructured in a unitaryway and are rich in substance,networks and clusters as a symbol of their visions,

leitmotifs and activitiesmust develop a brand of theirown, i.e. a “Corporate Identity”, which can be clearlyrecognized again.

Publicly effectivemeasures are one of the generaland, above all, regular fields of activity of networksand clusters. On the basis of the key function ofnetwork/clustermanagement as a centre andinterface of the cooperative association, it is alsousually responsible, in awareness of the diversified

processes and structures, for public relations orientedto target groups.

Instruments and forms that can be used bynetworkmanagement to realize up-to-datemarketing and activities relevant to public relationsat any time are extremely diversified and are equallydependent on the specific PR goals and requirements,which are also expressed by the players of the cluster.

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Table 5: Selected objectives, fields of activity and instruments for publicrelations by networks and clusters

3 Information, communicationand persuasion

3 Concise presentation of thenetworkwith its structures,players’ profiles, innovationproducts, services, uniquefeatures and characteristics

3 Expanding the degree offamiliarity

3 Building confidence and trustin players and in their servicesand products

3 Addressing new targetgroups andmarkets

3 Increasing the range ofplayers

3 Basically cultivating relationswith the public

3 Establishing, consolidatingand developing contactstructures between clientsand/or contractors and adefined target group

3 Personal representation andpresentation of thewholenetwork in the national andinternational field

3 Support for cluster partners intheir player-oriented publicrelations and conception of anappropriate PR strategy formembers

3 Localization of the network inthe regional identity andeconomic structure

3 Lobbying

3 Locationalmarketing

3 Cultivating a (multilingual)internet presence that isalways up to date, as a“window to global public”with all the relevantinformation about goals ofclusters, visions, players aswellas products and services

3 Producing and sending regularnewsletters about activitiesand innovation products

3 Producingmeaningfulinformationmaterials,catalogues of players, CDs,booklets, etc. about theoverall network

3 Organizing participation infairs or joint stands at therelevant fairs

3 Preparing information eventsabout the network or cluster

3 Conductingvisits tocompaniesand trips to networks

Objectives of public relations(by way of examples)

Tasks for the network/clustermanagement

Instruments of network-oriented public relations

Source: VDI/VDE-IT

Various factors, such as envisaged target group,intended purpose, degree of preparation and/orinnovation content, determinewhich public relationsandmarketing instruments are the optimal form forthe relevant network. In the following,wewill showthewayanoverallmarketing concept canbedesignedfor networks and clusters andwhich aspects have tobe taken in account in doing this, taking the “networkmarketing andpublic relations concept of theBioRegioN – regional initiative Life Sciences of LowerSaxony” as an example.

5.4.1 Network marketing andpublic relations concept ofthe BioRegioN – regionalinitiative Life Sciences ofLower Saxony

Having emerged from the BioRegio Initiative of theFederal Government in 1996, the regional initiativeLife Sciences of Lower Saxony BioRegioN is the centralpoint of contact for life sciences in Lower Saxony andunites partners fromtheeconomy, scienceandpoliticswith the aimof earlymarketing the great potential of

excellent research results, encouraging settlementsand strengthening the life science location of LowerSaxony. The competence network is active in the areaof pharmaceutical biotechnology,with specialstrengths in infection, neuro- and stem cell biology.The office of the regional activity is coordinated byCorvayGmbH, a consulting service companywith afocus on technology-oriented branches.

5.4.1.1 Brief description of theservice ”Network marketingand public relations“

The office has been commissioned by theMinistry ofEconomics, Labour and Transport of Lower Saxony tocarry out networkmarketing andpublic relations forthe Life Science network at home and abroad.A particular feature of the concept is the broad rangeof themedia and communication provided,whichare built on each other in amodularway. Theymakeinformation available to the regional networkpartners and to the national and internationalpublic specialized in this field.


Innovation topic Biotechnology

Innovation region North German Lowlands


Branches Infection, neuro- and stem cell biology


Contact BioRegioN – biotechnology Lower Saxonyc/o Corvay GmbHSophienstrasse 6, 30159Hannoverwww.bioregion.de


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5.4.1.2 “Network marketing andpublic relations”


Network activity is essentially defined bycommunication. This applies to the information ofthe individual network partners via network-internalactivities but also via external information relevant tothe network’s focus. At the same time, it is importantfor theway the network is perceived fromoutside tocommunicate activities, potentials and developmentsof the network and its partners adequately. Besides,the development of the network itself has to bedocumented andpresented.With their press reports,the network partners supply the basis forcommunication of the network in the variousmedia.Additionally, they are asked by the editorial board tomake contributions on certain subjects.


Communicationwithin the network andwith thenational and international public specialized in thisfield is conducted through the followingmedia:

3 Online newsletter (since 2003, regionally, 1-2xweekly, circulation of 1,000)

3 Print newsletter (since 1996, nationally,4x annually, circulation of 1,800)

3 Life Science Report of Lower Saxony (since 2006,nationally and internationally, annually,circulation of 500 inGerman and 500 in English)

3 CD “Life Sciences in Lower Saxony” (since 2001,nationally and internationally, every 2 years,circulation of 2,000 in English)

3 Internet (since 1996, nationally andinternationally, continually, up to 12,000 visitorspermonth)

3 Life ScienceDay (since 2003, regionally, annually,ca. 200 participants)

All themedia are closely interlinked andmodularized. Important reports of the onlinenewsletter informing about current dates anddeadlines, funding announcements and corporatenews, are found in a detailed form in the printnewsletter aswell. Apart from topical presscommunications from firmsand research institutions,the printed newsletter includes a service sectionfocused on the relevant branch. Detailed interviewsand background reports are designed to presentimportant key persons in the network.

A letter is sent to the firms of the networkwor-king in the field of biotechnology once a year, askingthem to fill in a specific questionnaire, in order towork out the Life Sciences Report of Lower Saxony.The data collected is used to compile the report. In-formation on important business contracts or part-nerships communicated through the newsletter isalso used for the report.


Service category Networkmarketing and public relations

Target group Networkmembers (internal players) and national and international publicspecialist in this field (external players)

Service approach Public relations spanning players for theme-specific visibility of partnersinvolved and of the federal state of Lower Saxony.



Besides ca. 200 portraits of firms and institutes,the CD “Life Sciences in Lower Saxony” also includes atopical edition of the Life Science Report.

All the printedmedia and the contents of the CDare available on the internet atwww.bioregion.defromwhich they can be downloaded. In addition totopical reports and informationonevents, the internetpage offers a broad range of information about thenetwork and the Life Science branch in Lower Saxony.

The “Life ScienceDay of Lower Saxony”, whichis held annually at changing locations, is designedfor direct communication and to strengthen thenetwork, offering an opportunity of discussing,in addition to special lectures on subjects ofbiotechnology from the Lower Saxonnetwork, newproject ideaswith other players present, andestablishing joint objectives.


The communication concept has been developedcontinuously and expanded systematically during thelast few years. The regional initiative Life Sciences ofLower Saxony – BioRegioNwill pursue this conceptfurther and integrate topical technical developments.

Questionnaires and direct contactswith thenetwork partners are used to question them inwhatway thematerials are perceived andhowattractivethey are. The active participation ofmany partners insupplyingmaterials (questionnaires, firm/instituteportraits, press reports) is proof that the networkaccepts and supports the communication concept.At fairs andevents external players are alsoquestionedabout their views. The BioRegioN examines regularlywhich are the latest technical innovations that cancomplement the existing communication conceptmeaningfully in integrating them in case of need.Suggestions from the network partners on substanceand forms are implemented if they aremeaningful.For the near future, the development of a new seriesof brochures is plannedwith a strong focus onindividualmajor topics of Life Sciences in LowerSaxony as ameaningful addition to the existingmaterials.

The service section is praised by the networkpartners and external players as useful for practiceand as excellent. In viewof the high degree of

familiarity of the BioRegioN,many newplayers areeven reporting to the office to become integrated inthe network.

The BioRegioNhas the structure of a loosenetworkwithout an active declaration ofmember-ship of the individual partners, aswould be necessary,forexample, inanassociation. For thenetworkpartners,the service is free.

5.5 Communication andexchange of experience

The process of innovation in dynamic organizations,as for example, in networks and clusters, is largelydetermined by communicative processes,i.e. particularly by theway the players involvedcommunicatewith each other andpursue commonaims. At the same time, this implies that in dailycooperation specialized knowledge is largelyshared communicatively (verbally andnon-verbally).Situations inwhich communication and experience isexchanged thereby contribute to value creation andare, as a result, a decisive economic factor.

Generally and consequently, as far as networksand clusters are concerned, communication ischaracterized by four core functions to control jointactions and relations of cooperation. Communicationestablishes the contact between the players(constitution –mutual contact), acts as amediumofknowledge transfer (interpretation – symbolic

transfer), enables efficient communication (control –

entrepreneurialandinter-personalcommunication)

and builds up andmaintains the inter-personalnexus of relations (development of relations –

professional culture of interaction).

But network and cluster communication exceedsthe general exchange of information about specificprojects. Communication is designed to enable theplayers involved to build up long-term relations (ofcooperation), to exchange experience and to learnfromeach other. The communication realized innetworks is based on the underlying organizationalstructures; in otherwords, concrete cooperations arebased on the results of a successful communication.However, while initiating relations of cooperation,networks and clusters in particular aremainlycharacterized by the fact that initially they still lackstabilizing factors such as joint experiences,

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processes, results or forms of dealingwith eachother. In this regard, players, and above all clustermanagement, are called upon tomake use of theirpersonal,methodological and social competences ofcommunication and to develop a commonbase.

Aspectswhich have an effect on the newadaptedcommunication structures are (byway of examples):

3 Strategic and situational professionality –making clear to the playerswhich position androle they have in networks. This is theprecondition for focused planning and actingwith heterogeneous partners and developingstructures of relationship.

3 Self-awareness of personal attitude, views,

motives and values – leading to amore efficientformofworking relationships. Communicativecommon interests and innovation results developonly if players unknownor unfamiliar to eachother are able to find commonbases to start from.

3 Interpretive learning –many interdisciplinaryand intercultural backgroundsmeet temporarily.The complex processes ofmutual understandingbetween the players involved are additionallysupported by an open, flexibleworkingatmosphere. “Scientific understanding” alwayshas a technical and personal portion,witha solid basis of relationships supporting andstrengthening cooperationwithin the discipline.

3 Security of understanding – cooperativesuccesses occur once themultiple structures ofcommunication have become established.However, rare personal presence, lack of routines,concentration on exclusively (electronic) writtenrelations of exchange and asynchronousinteractions impair a rapid and sustainableinnovation success. The overall character of“face-to-face communication” thereforeprovides themost diversified development of anexus of contacts and relations (cf. Pardon 2006,p. 115 and following pages).

It is therefore one of the aims of networks andclusters to allocate structures of communication andexchange of experience for cooperation based onactual needs and tomoderate cooperation in theprocess of innovation. Because the success of anetwork not only depends on the development andmarketing of innovated products and services, but

also andparticularly on the degree of its internalorganization and on the intensity of the cooperationand communication as practisedwithin it (Meier zuKöcker/Buhl 2008).

In this process, the structure of organization andcommunication can become very differentiated fromnetwork to network. On the basis of the experiencewith thedifferentnetworks andclusters, the followingkey aspects of organization and communication canbe described despite a great diversity of structuringpossibilities (Chart 9).

*Public relations, setup of communication structures

Source: Institute of Innovation and Technology

Chart 9: Ideal-type representation of the organization and of the workingand communication structures of a network and/or cluster


Fixing strategicorientation inclosecoordinationwith networkmanagementand networkgroups –whatare futuremajorconcerns andchallenges

Requirements of themarket – customers’ wishes – new technological challenges

Collaborationand structuringpossibilities ofactivemembersin the relevantworking groupsand otherpossibilities ofparticipation

Advisory council/steering or strategy group

All network players involved

Joint infrastructure, i.a. labs, working and office areas, technicalequipment, office and communication equipment

Information and coordination processes betweenall network groups and sectors

Implementation of the results of theworkingand project groupswith the players involved

Thematicworking groups

Project groups GeneralAssembly,

AnnualMeeting

Othercooperations(seminars,workshops)

Close processes of coordination

Office / networkmanagement (i.a.management of network, coordinationofworking groups, winning support for projects, financing)*

As Chart 9 shows, the players involvedcommunicate bothwithmanagement and,particularly, with one another as, for example,within the framework ofworking groups or projectmeetings, where the cooperations themselves takeplace. The subjects treated range fromthedevelopmentof a jointworking group-specific strategy for theregion, via aspects relevant to public relations, towinningcustomers forprojectsaswell as implementingcooperationprojects. Implementinga joint innovationproject is especially suited for realizing the networkand/or cluster strategy, because these projects, on theone hand, produce immediate results and theydecisively contribute to the focusing and thecommitment of the partners.

Working groups andmeetings for the exchangeof experience are especially gaining in importancewhen the cooperation association has become so bigthat the direct theme-oriented and technicallyoriented communication of all partners is difficultwithin the framework of larger sessions. As a rule,potential working groups are formed in the course ofa sustainable network and cluster activity, whichmeans, they are not fixed from the start to the end,but are characterized by a continuous process oforigination geared to the needs of the network (Meierzu Köcker/Buhl 2008).

Basic communication and the successfulexchange of experience can be realized throughdirect communication, andwith the assistance ofelectronic aids. Despite all existing technologicalpossibilities, face-to-face communication is, however,of the greatest importance to all players involved,bothwith regard to finding a strategy and objective aswell asbuildingconfidenceand to the implementationof a project. Indeed, indirect forms of communicationsuch as newsletters, email and telephonecontacts,web-based communication platforms and onlineworking groups are helpful complementary toolswhich support direct personal communication, butwhich basically cannot replace them.

There are, however, no generally valid rules forhow to shape the organization,method ofwork andcommunication structure of a cluster. Any networkand clustermust therefore classify and implement foritself the suitable formof organization and identifythe optimal forms of communication. Themembersof the KompetenznetzeDeutschland Initiative haveimplemented different overall communicationconcepts and/or individualmodules that support the

players involved incentral cooperationaspects only.As examples of themultiplepossibilities of developingcommunication concepts and services for theexchange of experience and/or for supportwewillpresent below the “communication structure and theexchange of experience concept of the CFKValleyStade, the young talentwork concept “BergischerBildungspreisAutomotive”of theAutomotiveEconomicRegionof theBergischTriangleaswell as, furthermore,the “communication and exchange of experienceconceptwith the Interdisciplinary Agency” of theBioRegioRegensburgand the “specialized cooperationservice” of the networkNEMO-VisQuaNet.

5.5.1 Communication structure andexchange of experience concept ofCFK-Valley Stade e. V.


In the growthmarket of the carbon fibre reinforcedplastics (CFK), CFK-Valley Stade e.V. is focused onfuture-oriented building techniques and automatedmanufacturing processes. The interdisciplinary corecompetences of the experts of CFK-Valley Stade e.V.cover the entire value creation chain, startingwiththe conception up to the disposal of a CFK structureafter operational use. On the basis of the know-howofover 80 renowned companies and researchinstitutions, an innovation complex has originatedunder the roof of “CFK-Valley Stade”with acomprehensive infrastructure (technology, serviceand recycling centre, technical university,international special events). Apart from the regionaland technical pooling of individual activities, thesystematic networking of partners by channelling therequisite information anddecision-making flowsoffers the basis of the day-to-day developmentprocesses at CVK-Valley Stade e.V.

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5.5.1.2 Brief description of theservice ”Advisory councilsand working groups”

The businessmodel of CFK-Valley Stade e.V. isstructurally related, on theonehand, to the individualtechnologymoduleswithin the framework of thedevelopment lineof carbon fibre compoundstructuresand, on the other hand, to the requisite process chainfrom training through research anddevelopment toindustrial application in the different fields of bran-ches. One component of the success achieved byCFK-Valley Stade in thismodel is the interdisciplinary

cooperation between themembers of the network intwelve specificworking groups. The latter aredirected by advisory councils and constitute the basisfor technological developmentwithin the network.To support the activities in theworking groups, theoffer provides a package of services promoting theexchangebetween thepartners and thus contributingto successful project implementation.

Key factors of success in this respect are clearresponsibilities and communication structures as abasis for the implementation of efficient instrumentsand services. The network service is based on an


Innovation topic NewMaterials and Chemistry

Innovation region Coast


Branches CFK lightweight andmanufacturing technologies used in the constructionof aircraft, rail vehicles, utility vehicles andmotor vehicles

Number of members 80members (as of September 2008)

Contact CFK-Valley Stade e.V.Airbus-Strasse 1, 21684 Stadewww.cfk-valley.com

Fact file of the network service

Service category Communication structure and exchange of experience


Service approach Aimed at solving a specific problemwithin the network, i.e., in how fartechnology-related subjects can be advanced furtherwithin the network.



Service portfolio

Support

serv

ices

of

the

off

ice

Inte

rnet

com

munit

y

Team

Dri

ve

organizationalmodel developed by SperlichConsultingGmbH. The specialist for technologymanagement andmarketing directs the office ofCFK-Valley Stade e.V. andwas awarded, amongotherthings, the “Innovation Prize 2007 Industry” in thecategory “research” of the Initiative SMEs for theSperlich consulting network group.

5.5.1.3 Systematic support forsuccess-oriented technologydevelopment in the workinggroups


The integration of advisory councils andworkinggroups in the communication structures of thenetwork and the systematic support for success-oriented technology developments in theworkinggroupswas tailored purposefully to the needs ofmembers thanks to the three columns of the serviceportfolio presented below. The great number ofdefined interfaces and the intensive communicationsbetween advisory councils, working groups and theoffice allows a fruitful exchange, finally leading to thegeneration of newknow-howas a result of jointproject cooperationwithin theworking groups. Inthis process, the important point is to structure theinformation flowof the partners through supportiveservices, thus encouraging communication as a keyelement of successful project initiation. This isparticularly the case in viewof the need of bridgingregional distances.


Theworking groups are headed by two experts each(counsellors) from research and industry. The directexchange of information is organized via thecounsellors and takes place in regularworkingmeetings. They constitute the bridge to allcommittees in the association. In theworking groupsjoint project ideas are generated, project outlinesdefined, coordinated and, finally, combined into anoverall research strategy. In addition, the counsellorscoordinate the topics of their field of responsibilitywithin the framework of advisory council sessions andorganize cooperation between theworking groups.

Furthermore, a strategic agreement is reachedbetween the advisory council and themanagementboard on key topics and/or project themes.

For theprocess of systematic project developmentand strategic coordination, the service portfolio hasbeen developed on the basis of three columns. It iscomposed ofmeasures of support by the office,including StandingOrders, Internet Community andTeamDrive.

Chart 10: The three columns ofthe service portfolio

Source: CFK-Valley Stade e. V.

Office – standing orders and administrativesupport conduits:For an efficient procedure, standing orders have beendeveloped for the three key phases ofwork groupdirection (preparation, implementation and reportof results) with a view to structuring tasks andresponsibilities clearly. Additionally, a process hasbeen defined showing theway from the idea tofunding. The office offers supportive services for alladministrative processes and is the central contact forcounsellors andmembers. Especially conference andlecture roomsareorganized locallywith the techniquesof presentation needed for themeeting. If possible,the office participates in themeetings, offering itssupport andmoderating if need be.

69


Internet community – information andcommunication platform:

In parallel to the structure in the association, aninformation and communication platform(www.cfk-valley.com) has been developedwhichrepresents the real business processes 1:1 and alsomeets the information requirements of themarketand the security requirements regarding thepartners’ know-how in their project activity. For thispurpose, a ContentManagement System is employed,which is continuously being developed furtherwiththe provider on the basis of needs. To this end,domains have been created on the internet page ofCFK-Valley Stade for everyworking groupwithlimited access, where all the relevant information iscompiled in a central location. Apart fromadate bookwith forthcomingmeetings, templates for draftinginvitations, protocols, replies and project outlines arefound there. Protocols of pastmeetings are also filedto document the process ofwork and to informworking groupmemberswho are newcomers. For thepurpose of directly addressing partners, the visitingcards andprofiles of players are deposited in a databank of addresses oriented to individualworkinggroups, which have beendynamically generated andmaintained by themembers. Addressing thecommittees or individualworking groups via a groupemail function is a special feature. Counsellors canthereby collectively address, informand invite formeetings the desired partners through the systemwith one click only.

TeamDrive – safe exchange of data in theworking and project groups:

Over and beyond the information offered by theinternet community, another level of exchange hasbeen created. The implemented TeamDrive softwarerepresents a goodplatform for data exchange inindividual project groups, especiallywith regard tothe safe transfer of all kinds of documents and datafiles over the internet.With this software all teammembers have encoded access to joint files at anytime and at any place. The documents are alwaysavailable in their latest version.When the softwarehas been installed, an additional drive appears in thecustomaryMicrosoft Explorerwork environment,where all the documents of the teamare stored andadjusted automatically. This enables the user tooperate the software intuitively. All documents aretransmitted in an encoded formand are safelydeposited on a server. The documentsmay exclusively

be decoded by teammembers andnot on the dataserver itself. For communication between the teammembers, an “AdHocVPN link” is built to ensure safecommunication across corporate limits and firewalls.The data between the computers are automaticallysynchronized and can thereby be provided for offlineuse.


The services aremade available to the partners viathe competence network office. The sustainability ofthe service is guaranteed, on the one hand, by thepartners’ interests in the initiation of projects and, onthe other hand, by a continuous offer on the part ofthe office. Themembers are in charge of controllingits success by their permanent use of this offer.

5.5.2. Communication andexchange of experienceconcept of the BioRegioof Regensburg

5.5.2.1 Presentation of theservice

BioPark RegensburgGmbH is the administrativecentre and themanagementunit of thebiotechnologycluster BioRegio Regensburg in Eastern Bavaria.The network pools local capacities in the field ofbiotechnology fromuniversity, clinic, technicalcollege, companies and business developmentagency. By setting up BioPark RegensburgGmbH, thecity in 1998 created another catalyst for this rising andfuture-oriented sector. The biotechnology sector,which currently extends over two sectors of 12,000squaremetres, is the hub of the cluster “BioRegioRegensburg”.While at the beginning the focuswasmainly on biotechnology companies (according totheOECDdefinition) of the network, it was soonexpanded to embrace the “Life ScienceNetwork”,integrating the fields of Analytics, Diagnostics andMedical Technology.

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Innovation topic Biotechnology



Branches Life Science: Analytics, Diagnostics, Medical Technology and RenewableEnergy (biogas, bio-diesel)


Contact BioRegio Regensburgc/o BioPark RegensburgGmbH,Josef-Engert-Str. 9, 93053 Regensburgwww.bioregio-regensburg.de


Service category Communication and exchange of experience

Target group Networkmembers (internal players) and interdisciplinarymembersof the region

Service approach Aimed at combining different technology fields in terms of a technologytransformation

Transferability to 3 =good transferability – can be transferred to other branches andother network value creation chains afterminor adaptations to individual problems.

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5.5.2.2 Short description of theservice “InterdisciplinarityAgency BIOTECH”

With the foundation of the Interdisciplinarity AgencyBIOTECH (IA-BIOTECH) a cross-technology servicewasset up in the network of Eastern Bavaria. It is aimed atproviding cooperations between biotechnologycompanies, academicworking groups, andcompanies of other established branches in order toencourage the development of innovative productsand of new fields of business. By “interdisciplinaryapplication”weunderstand the interlinking oftechnologies fromoriginally different branches ofindustry, which represents a significant innovativeadvance.

5.5.2.3 “InterdisciplinarityAgency BIOTECH”


Instead of considering the cluster and the establishedeconomic branches of a region separately, thesystematic interlinking of different branches allowsdeveloping future-oriented innovations and creatingnewandmodernworkplaces. The great challenge isto develop an interdisciplinary cooperation suited forpractical needs,whichmeans successfully interlinkingclusters.

A detailed analysis of the biotechnology locationin Regensburg and of the region of Eastern Bavaria,conductedwith the help of the consulting firmCapGemini DeutschlandGmbH in 2005, showed thatthere existed further potential in the interdisciplinaryapplication field of biotechnology in the region. Inconsequence, a concept had to be developed forsuccessfully using this potential in the region.


It is themain task of IA-BIOTECH to start, i.e. to initiateandmoderate, interdisciplinary cooperations forpromoting innovation and economic growthbetweenbiotechnology firms,academicestablishments

and companies of other established branches. In thisprocess, themes that have already beendealt with aredeepened further by involving newplayers (supra-regionally aswell), and new themes are identified andtreatedwhich reflect the technological diversity ofthe region of Regensburg and Eastern Bavaria.

Target group:

3 Biotechnology players seeking cooperationpartners fromother branches to implement theirapplication or product ideas

3 Players of an established branch (e.g.mechanicalengineering, electrical engineering etc.) seekingnovel innovative solutions to improve theirproducts ormethods

3 Playerswhowant to become familiarwithbiotechnology and its opportunities andpotentials

3 Players seeking contactswith academicworkinggroupswith specific technological competencesand state-of-the-art know-how

IA-BIOTECH is engaged in thefollowing activities:

3 A)Maintaining the regional data bank

3 B) Conducting focus interviews regularly

3 C) Carrying out theme-related interdisciplinaryworkshops

3 D) Alternative events such as bilateral partneringor “InnovationDay”

3 E) Follow-up on cooperations initiated

3 F) Coordinationwith technology transferagencies of the universities in Regensburg

IA-BIOTECH offers those interested thefollowing services:

3 A) Contact agency for providing theme-specificcontacts

3 B) Initiating cooperation through theme-specificworkshops and alternative events


3 C) Identifying and addressing newinterdisciplinary themes

3 D) Coaching of players, e.g. giving assistance forcooperations, supportingapplications for funding,offering neutral projectmanagement


Following a pilot phase in 2006 and in fiscal year 2007,the region boasts its firstmeasurable results. Overall,IA-BIOTECHwas able to launch 28 potentialcooperations froma series of focused interviews andworkshops. From the interdisciplinary cooperationsidentified in the region of Eastern Bavaria, it waspossible to bring together BioRegio firms from thefields of analytics, diagnostics, active agents, andbiosensoricswith regional firms from the sectors ofglass, plastics, instrumentation and surfacetechnology. So far, four concrete product ideas haveemerged,which have already been implemented inbi-andmultilateral cooperations or are at the stage ofprototype development.

The IA-BIOTECH service is free of charge andhascaused great enthusiasmamongparticipants. Theproject is currently being developed furtherwith thehelp of other branches such as the textile andfoodstuff industries. Inquiries are regularly addressedto the internet sitewww.bioregio-regensburg.dewithan IA-BIOTECH section of its own, and processedthere. The sustainable continuation of the agency byBioPark RegensburgGmbH is thus ensured.

5.5.3 Specialization andcollaboration concept ofNEMO VisQuaNet

5.5.3.1 Presentation of thenetwork

Themost important technical and social aimofNEMOVisQuaNet is creating the conditions, in terms oftechnology andpersonnel, for enabling theVisQuaNet community to strengthen anddevelop itsvoluntarily networked intelligence and economicpowerwith a view to give a growth impetus tovisual quality assurancewith digital imageprocessing in the fields of research and industry, food,

health and environment aswell as security andadministration.

5.5.3.2 Brief description of theservice “Specializedcollaboration serviceVisQuaNet”

For research and industry, food, health and theenvironment aswell as security and administration,NEMOVisQuaNetwants tomake a contribution toensuring that the subjective quality inspections,which are currently being conductedwith qualifiedpersonnel on amassive scale, will be complementedand replacedwith objective digital qualitymeasurements.

5.5.3.3 “Specializedcollaboration serviceVisQuaNet”


Themost recent practical experience in network acti-vity shows that our network partners and customers

3 considerhomepageswithaclearmessageasgiven,

3 complement and increasingly replace classicalreading, organize counselling and operativetelephoning by rapid “googling”,

3 network users are jumping from source to sourceto inform themselves rapidly,

3 images are quickly accepted on account of theirhigh information content, and

3 dynamic images (films, videos) in short “youtube-compatible” sequences are gaining over-proportional importance for information,communication and collaboration.

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Service category Networking and specialization

Target group Network partners and customers of network partners

Service approach Subjective quality inspections by skilled personnel are uncomfortable,unreliable and expensive. Objective digital qualitymeasurements becomecomfortable, reliable andmoderate.

Transferability to 3 =good transferability – can be transferred to other branches and valueother network creation chains afterminor adaptations to individual problems.



Innovation region Middle Germany


Branches Optical technologies, visual quality assurance and digital image processing


Contact NEMO-VisquaNet® – TheUnited VisionNetTechnologie- und Innovationspark JenaGmbHc/o Steinbeis TransferzentrumErfurter Str. 11, 07743 Jenawww.visquanet.de


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Table 6: Media stages of development

3 Analogous information

3 Analogous reality

3 Walkman

3 Desk

3 Personal know-how

3 Person

3 Newspaper & catalogue

3 Mechanics

3 Trade

3 Digitalmonologouscommunication

3 Analogous & virtual reality

3 Discman

3 Desktop& externalmemory

3 Personal & external know-how

3 Group

3 Website &CD-ROM

3 Microelectronics

3 e-commerce (ebay, amazon)

3 Digital dialogous cooperation

3 Analogous and digital reality

3 iPod, Storm

3 Netbook andwebmemory

3 Dynamic group know-how

3 Society

3 Weblog andWiki

3 Platform as a service, software

3 s-commerce (social commerce)

Informative (classical)media

Communicative (new)media

Collaborative (social)media

Recent practical experiences also show thatthere are no patent recipes for solving the currentstructural and confidence crisis caused by companiesand the financial sector. In the quasi self-regulatorystructures of small andmedium-sized companies andresearch institutionswith flat hierarchies and shortways of decision-making, the followingways andgoals are believed to apply:

3 Strengthening core competences

3 Increasing innovative power

3 Expanding customer base

3 Developingnewmarkets.


For the practical implementation of its tasks,NEMOVisQuaNetmakes use of themost advancedinformation, communication and collaborationtechnologies to create, throughdigital imageprocessing (dBV), the informational and personalpreconditions for visual quality assurance, so that

3 specialized competence agencies are recognizedand interlinked,

3 hardware typical for dBV isminiaturized andstandardized for quality assurance,

3 software typical for dBV is simplified andharmonized for quality assurance, and

3 mobile and individualized qualifications can bemade according towhat is needed.

Source: NEMO-VisQuaNet

The most important technical measures wereand are:

3 Creating the specialized network platformwww.visquanet.de as amodern service entitywith prompt and authentic, highly visualizedpublication of reports on experience in thespecial discipline, and

3 linking the platformwith advanced freecommunicationmedia such as skype for thelow-priced digital transmission of language,images and jointly used screens (screen sharing)independent of time and location.

The most important measures in terms ofpersonnel were and are conducting regularcollaboration forums in the companies of thenetwork partners for

3 mutual personal confidence building,

3 inter-company optimal networking of resources,and

3 mutually interlinked development andqualification.

The most important organizational measureswere and are in the external part of the colla-boration platform

3 regular collection andpublication of topical newsand special contributions fromconferences,meetings, workshops, etc. in the speciality,

3 digitalized open and free provision of specialreportswith passport photos and addresses of keypersonnel,

3 gradual development of a specializedwebacademy for the autonomous qualification ofnetwork partners and customers oriented onsituations and requirements,

as well as in the internal part of the collabora-tion platform the digitalized provision of in-ternal reports and protocols on

3 fixing tasks, dates and deadlines andresponsibilities in networkmanagement,

3 presenting participants in the collaboration andtheirwork results, and

3 ensuring traceability in network activity.


Networkmanagement is financially guaranteed fromthe network partners’ own funds and funds of theFederalMinistry of Economics and Technologyobtained in funding competitions. Futuremajorareas of networkmanagement are:

3 profiling of the collaboration network as aspecialist for visual quality assurancewith digitalcoloured image processing and spectral imaging,

3 developing objectivelymatured, but previouslyuntapped, large growth reserves of visual qualityassurancewith digital coloured image processingand spectral imaging in domestic and foreignmarkets, and

3 winningnew companies and researchinstitutions for collaborationwith a view toincrease the efficiency and robustness of thecollaboration network.


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6. The Kompetenznetze Deutschland Initiative

Apart fromprofiling, the international perception ofthe relevant locations is a prerequisite for a successfulpositioning in the international competition betweendifferent industrial locations. TheGerman industriallocationmust focus in this process on themes andtechnologieswhere it can exhaust its existinginnovation potential optimally in order to produceoutstanding innovations in increasingly shortercycles.

In this regard, the FederalMinistry of Economicsand Technology has set itself the task to create thebest possible framework conditions for developingnew technologies, so that research institutions andeconomic enterprises are able to strengthen theirresearch activities continuously. One importantconcern of the innovation policy of the FederalMinistry of Economics and Technology is to interlinkthe economy, science and research because high-quality innovations can be generated through thisclose cooperation along the value creation chain.

Thus the FederalMinistry of Economics andTechnology in its KompetenznetzeDeutschlandInitiative on the national level unites themostinnovative and efficient national networks ofGermanywith technological orientation.Within theKompetenznetzeDeutschland Initiative, some 110competence networks fromnine innovation fieldsand eight regions are currently operating,where allimportant high-tech domains are represented bycompetent networks. The classification of the FederalRepublic of Germany into eight innovation regions

3 Coast,

3 NorthGerman Lowlands

3 Rhine-Ruhr-Sieg,

3 Rhine-Main-Neckar,

3 Berlin-Brandenburg,

3 Middle Germany,

3 SouthWest Germany, and

3 SouthernGermany

is not based on the administrative division into fede-ral states, but clearly indicates regions spanning ad-

ministrative districts and federal states, which havevarious economic andgeographical features incommon, particularlywith a typical focus in theireconomic structure that has developed over decades.

Broken down into different economic entities, thefollowing establishments are engaged in theKompetenznetzeDeutschland Initiative:

3 over 450 big enterprises,

3 over 6,000 small andmedium-sized companies,

3 over 1,600 research institutions, and

3 over 1,000 other service providers.

As a result of the claimof the KompetenznetzeDeutschland Initiative to represent, on the one hand,theGerman innovation location nationally and inter-nationally and, on the other hand, to support thecompetence networks involved in their developmentsand activities, there are two key complexes of tasks fo-cused ondifferent goals:

1. External impact/externally oriented actionchannels:

The initiative pools information about themost effi-cient competence networks of Germany, about fieldsof innovation and about innovative regions and assu-mes the task of presenting them in the public eye.

2. Internal impact/internally oriented actionchannels:

The initiative supports the networks represented intheir further development and transformation, givesassistance in the horizontal interlinking of thenetworks bothwithin the same andbetween thedifferent innovation fields, opens up access toinnovative information and communicationstructures and allows its presentation to the relevanttarget groups via platforms such as fairs,meetingsandpublications and organizes seminars on themutual exchange of experiences betweenmembers,with someof theworkshops, open to initiatives,addressing all interested players.

In keepingwith its externally and internallyoriented aims, the KompetenznetzeDeutschland In-itiative is addressing both internal and external targetgroupswith different offers.

78

The following target groups of the initiativeshould be mentioned particularly:

3 National innovation networks

3 Investors and business starters seeking businesslocations

3 Decision-makers fromcompanies, politics andadministration

3 The present and the younggeneration ofscientists

3 Media and the interested public.

As themost efficient and economical networks areaffiliated to it, the initiative represents the “Club ofthe best innovation networks” of the Federal Republicof Germany so that admission to the “Kompetenz-netzeDeutschland” is considered a seal of quality.Therefore, admission of new competence networks tothe initiative is based on the fulfilment of criteria ofrequirements defined accordingly in order to keep upthe initiative’s high standards. An independentscientific advisory council, in close coordinationwiththe FederalMinistry of Economics and Technologyand the initiative’s office, decides on the admission ofnetworks applying formembership.

The scientific advisory council is a group ofrenowned representatives of science and economyfrom theGerman competence network communityappointed by theGermanMinistry of Economics andTechnology,which does not only decide on theadmission of newnetworks, but also determines thestrategic orientation of the initiative.

In addition to that, the KompetenznetzeDeutschland Initiative acts through an external officeestablishedwithVDI/VDE Innovation+ TechnikGmbH in Berlin on 1May 2007. The office is primarilyresponsible for giving advice to interested networks,for quality assurance and for the representativity of itsmembership. Furthermore, the office is in charge ofintensive cooperationwith the competence networksinvolved, offering, amongothers, the followingservices for itsmembers (selectionbasedonexamples):

3 Exchangeand initiationof cooperationwithothernational and international cluster initiatives;

3 Marketingandpublic relations:besides annualreports, online newsletters and annualmeetings,also in charge of the edition of network-specificbrief studies, trend reports and analyses aswell asconduct of thematicworkshops and joint standsat fairs;

3 Support for internationalization efforts

of affiliatednetworks: i.a. through thedevelopment of strategies, the organization oftrips by delegations or information aboutinstruments designed to intensifyinternationalization activities

3 Operationof the internet platform

www.kompetenznetze.de, target group-specificpresentation of relevant contents and of thepossibility of accessing andplacing informationfor the affiliated networks;

3 Offersof support fornetworkmanagersand/or

networkmanagement: for examplewith theconduct of theme-relatedworkshops for heads ofoffice of networks involved for the joint furtherdevelopment of the network, as, for example, onnetwork-specific themes like new financingmodels, need-oriented basic and further trainingin networks, public relations or ensuringsustainability;

3 Offer of individual services: The KompetenznetzeDeutschland Initiative develops, if required andin close cooperationwith the affiliated networks,need-oriented offers for individual networksand/or individual fields of subjects, implementingthem jointlywith the networks.

All the competence networks involved in theKompetenznetzeDeutschland Initiative arecharacterized by intensive interaction between allnetwork partners, jointly defined objectives and avery close proximity to themarket and to industry,making thema core element of technologicalefficiency, economic growth and competitiveness, inconsequence ofwhich they represent Germany’sconcentrated power in numerous technological andeconomic fields.


79

Chart 12: Regional distribution of the Networks of the Initiative(office headquarters)

Source: Agency of the KompetenznetzeDeutschland Initiative


Contact:

Agency of the

KompetenznetzeDeutschland Initiative

c/o VDI/VDE Innovation+TechnikGmbH

Steinplatz 110623 BerlinPhone: +49 30 310078-219Fax: +49 30 310078-222Email: [email protected]

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7. List of authors


ClaudiaM. Buhl studied political sciences andhasbeenworking as a scientific assistant forVDI/VDE Innovation+ TechnikGmbH in the section“International Technology Cooperations andClusters” since 2007. The focus of her responsibility isthe analysis and evaluation of networks and/orclusters andnetwork/clusters structures aswell as theanalysis of federal state-specific economic andinnovation systems and of the resulting classificationof recommendations for action in the fields ofeconomic and innovation policies. In addition, sheworks for the office of the KompetenznetzeDeutschland Initiative and is in charge of strategiccluster development, innovation- and cluster-specificissues and of the network/cluster policies by theGerman federal states.

Dr. Gerd Meier zu Köcker

Dr. GerdMeier zu Köcker has beenworkingwithVDI/VDE Technik + InnovationGmbH since 1999,where he heads the section “International TechnologyCooperations andClusters”. He acts in an advisoryand expert capacity on various research andinnovation programmes at regional, national andinternational level. Apart fromhis scientific activity, amajor and important part of hiswork is devoted tovarious projectmanagements in the field of clusterpolicy and cluster development. He has beendirecting the office of the KompetenznetzeDeutschland Initiative on behalf of the FederalMinistry of Economics and Technology since 2007.In the past, he also advised the European commissionas amember of the “High Level Advisory Group onClusters” on questions of cluster policy.

Contact:

Agency of the

KompetenznetzeDeutschland Initiative

c/o VDI/VDE Innovation+TechnikGmbH

Steinplatz 110623 BerlinPhone: +49 30 310078-219Fax: +49 30 310078-222Email: [email protected]

[email protected]

Prof. Dr. Jörg Sydow

Dr. Jörg Sydow is professor for General BusinessManagement, especially for business cooperation, atthe Freie Universität Berlin and guest professor at theGraduate School of Business of theUniversity ofStrathclyde. Jörg Sydow is the author and editor ofnumerous books aswell as co-founder/editor not onlyof “Management Research”, but also of “IndustrialRelations”. In addition, he is amember of the editorialadvisory councils of “Organization Studies”, “Organization Science” and “Scandinavian Journal ofManagement”. His research interests are focused,amongother things, onmanagement andorganization theory aswell as on questions relatingto strategic business cooperation andnetworking,project and innovationmanagement and industrialrelations.

For further information: www.wiwiss.fu-berlin.de/in-stitute/management/sydow/index.html

Rainer Zeichhardt

MBARainer Zeichhardt is a scientific assistant anddoctoral candidate at the Institute ofManagement ofthe Freie Universität Berlin. His research interests arefocused, amongother things, on the subjects ofconflicts in organizations aswell asmanagement anddevelopment ofmanagerial personnel in networksand clusters. As an assistant professor and advisor, heis especially engaged in conflictmanagement,decision-making behaviour aswell as the training ofkey qualifications.

Contact:

FreieUniversität Berlin

Institut fürManagement

Lehrstuhl Unternehmenskooperation

Boltzmannstrasse 2014195 BerlinPhone: +49(0)30838-53783Fax: +49(0)30838-56808Email: [email protected]

[email protected]

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