International Competitiveness and Innovation Topic 10...

International Competitiveness and Innovation Topic 10: National Innovation

International Competitiveness and Innovation

Topic 10: Nations and Innovative Capacity


S06

S07

Topic 01: Introduction Topic 02: What is Innovation and Why does it Matter?

Topic 03: Managing Capabilities in the Firm Topic 04: Design and Selection Technology Strategies

Topic 05: Knowledge and Technology Sourcing Topic 06: Managing Collaborations and Alliances

Topic 07: The Role of IPR in Protecting Innovations Topic 08: Open Innovation

Topic 09: Sectoral Patterns of Innovations Topic 10: Nations and Innovation Capacity

Topic 11: Public Policy for Promoting Innovation and Competitiveness Topic 12: Globalization of Research and Technology

Topic 13: MNCs and their Global Research and Development Operations Topic 14: International Transfer of Knowledge and Technology

S01 Topic 01: Introduction Topic 02: What is Innovation and Why does it Matter?

Topic 03: Managing Capabilities in the Firm Topic 04: Design and Selection Technology Strategies

Topic 05: Knowledge and Technology Sourcing Topic 06: Managing Collaborations and Alliances

Topic 07: The Role of IPR in Protecting Innovations Topic 08: Open Innovation

Topic 09: Sectoral Patterns of Innovations Topic 10: Nations and Innovation Capacity

Topic 11: Public Policy for Promoting Innovation and Competitiveness Topic 12: Globalization of Research and Technology

Topic 13: MNCs and their Global Research and Development Operations Topic 14: International Transfer of Knowledge and Technology

seminar sessions outline

S02

agenda

S03

S04

S05


agenda

Part 1………………….…………………………….……NSI 101 …………………….….why should you care about NSIs …………………..…………..……………..what are NSIs …………………………..……differences between NSIs …………………………...the special role of ecducation ……………………..………………..……….. NSI theory


why should I care about National Systems of Innovation (NSI)?

•  NSI’s provide access to LOTS of free money, but only on things they want to develop!!!!!!!!

•  NSI’s define what you can and cannot do locally, regionally, and globally

•  NSI’s change ‘relatively’ often, and when they do, their impact on your industry can be LARGE

part 1: why | what | differences | education | theories


what are NSIs? Rate of technological change in a country depends on the scale of R&D and other innovation activities AND how available resources are managed and organized at both the corporate and national levels.

NSIs include the network of public and private institutions whose activities and interactions initiate, import, modify and diffuse new technology and include incentive systems, competencies, and trajectories of the accumulation of knowledge

NSI’s compete as nations and regions against other nations and regions



what institutions make up NSIs?

•  Business Firms •  Education and Training Institutions •  Public Research Institutions and related post-

graduate training in research •  Governments’ activities and formal policies that

promote and regulate technical change •  Financial institutions enabling investment •  Legal institutions regarding IP and ownership •  Trade unions, political parties and other

organizations that campaign for, and resist, change •  Ethos, culture, management approaches, and

attitude for entrepreneurship and risk taking



How do NSIs differ in terms of R&D?

•  Intensity (% of GDP, total $, # researchers & patents) •  Japan holds 21.5% of US patents, UK holds 2.5%. •  In (mil US$), US spends 160,358 on R&D and Japan

spends 70,541

•  Source of funds (gov’t, private sector, other) •  In France, 42.3% of R&D spending comes from gov.

In Japan 18.7% comes from gov

•  Composition (industry, higher education, gov, etc) •  In France the gov performs 20.4% of R&D. In The

US, the gov performs 9% of R&D



How do NSIs differ in terms of Education?

•  Amount spent

•  % of age group in FT or PT education

•  Balance of subjects

•  Craft versus academic education



How do NSIs differ in terms of Firms?

•  Internal organizations of firms including R&D

•  R&D intensity, share of basic research

•  Firm-based training systems

•  Local, regional, and global inter-firm and inter-org relationships

•  Balance of small versus large firms

•  Firms in infrastructural sector

•  Organizations for productivity (Fordism versus Toyotaism)



How do NSIs differ in terms of Culture?

•  Individualism versus collectivism

•  Power distance

•  Concept of time and place

•  Nature of Hierarchy in organizational structure

•  Secrecy versus openness

•  Control versus networks



How do NSIs differ in terms of Government Policy? •  Public procurement

•  Regulations and Standards

•  Grant system for R&D

•  Tax incentives for R&D

•  Tax breaks for strategic alliances

•  Support for new industries

•  Policies that trigger private investment

•  Encouragement of collaboration

•  Technology policy



How do NSIs differ in terms of Financial Systems?

•  Ownership structures

•  Corporate governance

•  Venture Capital Industry structure and maturity

•  Short-term or long-term cultures

•  Availability of investment



How do NSIs differ in terms of Legal Institutions? •  IPR

•  Mechanisms to encourage commercialization of public sector research

•  Anti-trust laws and institutions

•  Legal status for collaboration ventures and other contracts between firms

•  Legal partnership and limited liability

•  Environmental protection

•  Product safety



The special role of education in NSIs discussion threads

•  What is the role of universities in an NSI? What functions do they perform?

•  Training

•  Research and some development

•  Diffusion

•  National branding

•  Different role served depending on industry



discussion threads

•  How has the role of universities been changing since the 1970s?

•  How do universities interact with the private sector and what concerns can be raised about the ‘commercialization’ of universities •  Different cultures •  Different goals •  Concerns about restricting flow of, or

trajectorizing, basic research



5 phases of NSI theory 101

Phase 1: UK

Phase 2: Rise of US & Germany

Phase 3: Rise of Japan and the Asian Tigers

Phase 4: Return of the US

(?) Phase 5: China and India on the horizon (?)




Phase 1: How the UK opened technological & economic gaps

•  Increase in inventive and scientific activities

•  Novel ways for organizing production, distribution, investment, and marketing

•  Novel ways of combining invention and entrepreneurship




Phase 2: The rise of the US and Germany

•  Professionalization of engineering & management

•  Specialization of management functions

•  Scientific management

•  In-house R&D

•  Education in S&T

•  New forms of ownership

•  New management structures




Phase 3: Productivity slowdown of the 1980s prompted questions about why the success of Japan and Asian Tigers and decline of US and UK.

•  Ministry of International Trade and Industry (MITI) •  Mass education and training creates skilled

workforce that can manage quality and breakdowns •  Networked firms “Keiretsu” with supplier-customer

relationships yielding Just In time manufacturing •  Flatter management structures and Toyotaism



5 phases of NSI theory

Phase 4: Reversals in 1990s (US/UK up and Japan down)

•  Now focus of NSI research back on US (but still Asian Tigers)



5 phases of NSI theory

Phase 5: The rise of China and India

•  Will this become the next area of intense research? Do they have anything new to offer?



discussion threads

•  Given Globalization, cross ownership, and modern ICT making the interaction between NSIs more complex, are NSI’s still relevant today?



comments

•  It is important for you do have in depth knowledge of at least two NSI’s.

•  In addition, you probably should know USA and Japan well since lecture 11 focuses on those.

•  However, study of NSI is historical, not conceptual, so Prof. Malik’s slides are perfectly clear. We will not cover them explicitly here



Economic Development Board The Economic Development Board (EDB) is the lead government agency that plans and executes economic strategies that enhance Singapore’s position as a global hub for business, investment and talent.

Vision Statement Create a compelling global hub for business, investment and talent.

Mission Statement

Create sustainable GDP growth for Singapore with good job and business opportunities for its people.

part 1: why | what | differences | education | theories | spore


Economic Development Board Activities include: Attracting Foreign Investments EDB acts as a one-stop agency which facilitates and supports local and foreign investors in both manufacturing and services sectors, as they move up the value chain to achieve higher sustainable returns and seek out new business opportunities. 2. Growing Industry Verticals While Singapore commands global leadership in many areas, we focus on expanding and extending existing industry verticals. Exploring new growth areas will contribute towards creating good jobs and sustaining our competitiveness. 3. Enhancing Business Environment While interacting with investors and promoting investments, the EDB provides feedback to other government agencies to ensure that infrastructure and public services remain efficient and cost-competitive. This ensures that Singapore maintains a premier pro-business environment.



Infocomm Development Authority

The building of a vibrant infocomm ecosystem is key to supporting the vision of An Intelligent Nation 2015 (iN2015), A Global City, Powered by Infocomm.

In building the ecosystem, three strategic thrusts have been articulated:

1.  encouraging sophisticated demand for infocomm

2.  fostering the creation of innovative services and knowledge capital

3.  strengthening Singapore as an economic hub.

Innovation is key to each of these thrusts, and IDA will continue to encourage innovation and seed more opportunities for the creation and adoption of innovative solutions and services.




IDA plays four key roles in driving Singapore's transformation into an Intelligent Nation and a Global City through infocomm.

1.  Infocomm Industry Development

2.  Government Chief Information Officer

3.  Sectoral Transformation Through Infocomm

4.  People Sectoral Enrichment Through Infocomm



1. Infocomm Industry Development

IDA aims to build a vibrant infocomm ecosystem by attracting multinational corporations and innovative foreign companies to Singapore to complement local infocomm enterprises and start-up companies. It also seeks opportunities to grow the infocomm industry by facilitating the entry of Singapore infocomm companies into the global marketplace.

One of IDA's key responsibilities is creating a conducive, innovative, and competitive infocomm environment that is both proconsumer and pro-business. As the telecommunications regulator, IDA puts in place policies and regulatory frameworks to ensure free and fair competition in the telecoms market in Singapore so that consumers of infocomm products and services benefit from greater choices.




1. Infocomm Industry Development (continued)

To support growth of the infocomm industry, IDA also partners the industry and Institutes of Higher Learning in initiatives to develop infocomm competencies in key economic sectors, develop globally competitive infocomm professionals as well as to attract and retain infocomm talent.

IDA also seeks to build a Next Generation National Infocomm Infrastructure to meet the needs of the government, businesses and people. The wired component of the infrastructure - the Next Generation Nationwide Broadband Network (Next Gen NBN) - will deliver ultra-high broadband at speeds of up to 1Gbps and beyond, to all homes, offices and schools while the complementary wireless component - the Wireless Broadband Network - will offer pervasive connectivity on the move.




2. Government Chief Information Officer

As the Chief Information Officer for the Singapore Government, IDA is responsible for masterplanning, project-managing and implementing various infocomm systems and capabilities for the Government. It oversees IT standards, policies, guidelines and procedures for the Government, and manages the infocomm security of critical infocomm infrastructure.

IDA also works with other public agencies to increase the reach and richness of e-Government services. Today, about 1,600 public sector services are available online.

IDA is also driving efforts to make these services available on mobile platforms to enable users to transact with the Government while on the move.



Infocomm Development Authority 3. Sectoral TransformationThrough Infocomm

IDA promotes the adoption of infocomm technology as a key enabler to enhance Singapore's economic competitiveness. It works with both public and private organisations to spearhead the strategic use of infocomm in the various sectors such as education, healthcare, manufacturing, logistics, tourism, transport, entertainment and finance.

4. People Sector Enrichment Through Infocomm

IDA is committed to bringing the benefits of infocomm technology to the population. Working with organisations in the people sector and the infocomm industry, IDA develops initiatives to encourage the less ICT savvy to enrich their lives through adopting infocomm and using infocomm in a more sophisticated way. This includes providing assistance to low income households, senior citizens and people with disabilities to acquire computers and get connected to the Internet.



Infocomm Development Authority Critical Infocomm Technology Resource Programme (CITREP)

The Enhanced CITREP supports the course and examination fees for infocomm training courses and certifications in the following skill areas:

•  Infocomm Security

•  Interactive Digital Media

•  IT Services

•  Network and Communications

•  Project Management

•  Software and Applications

•  Telecommunications



Media Development Authority Origins The Media Development Authority (MDA) was formed on 1 January 2003 by the merger of Singapore Broadcasting Authority, the Films and Publications Department and the Singapore Film Commission, to champion the development of a vibrant media sector in Singapore: one that nurtures homegrown media enterprises and attracts direct foreign investment for economic growth, new jobs and greater economic dynamism.

Focus MDA spearheads initiatives that promote industry growth in these sectors: •  Film •  Television •  Radio •  Publishing •  Music •  Games •  Animation •  Interactive Digital Media



Media Development Authority A New Vision: Singapore Media Fusion Since the Media Development Authority (MDA) was created in 2003, Singapore media landscape has seen significant developments and changes: •  Singapore has evolved into a broadcast hub with the establishment of 16 out of 17

major international cable and satellite broadcast networks in Asia. •  Singapore is now home to international games and animation giants like

LucasFilm Animation, Electronic Arts and Ubisoft. •  Made-by-Singapore films, television programmes, games, animation and

publications are traveling the world and finding new fans in more than 70 countries.

Adding to the backdrop is a constantly-changing, technologically-advancing global media landscape, hence, it becomes apparent that while Singapore media industries have achieved so much, they still need to continually adapt and develop new strategies in order to stay relevant. To do so, MDA launched its new blueprint for Singapore’s media industries: The Singapore Media Fusion Plan (SMFP) in early 2009.



Other Singapore Government Initiatives?

On your own…

1.  Read up on at least 2 more government initiatives

2.  Look into how your organization is involved.



questions…

Questions?

International Competitiveness and Innovation Topic 10...

Documents

Transcript of International Competitiveness and Innovation Topic 10...