Approaches to Cluster Policies and evaluationLorena Rivera León
Parallel 4.1 New Cluster Policies and Cluster Evaluation
12 November 2014
Approaches to Cluster Policies and evaluation
Evidence from EU Initiatives in the last 10 years
Lorena Rivera León, Technopolis Group
FROM EU TO NATIONAL AND REGIONAL LEVELS…
EVALUATION
DESIGN
POLICY LESSONS
Why do we evaluate clusters?
One size does not fit all
Type of clusterActivities
Geographic scopeeconomic/scientific/regulatory
context
What is a sector?
What kind of impacts?
Triangulation of data
Balance: quantitative vs. qualitative
Attribution
Evaluation of European cluster initiatives managed by DG Enterprise and Industry
Data collection and analysis techniques
Cluster organisations are strongly focused on SMEs
Not focused 6
Partially focused
38
Largely focused 154
Entirely focused 65
We do not differentiate
between SME and non-SME members
59
We do not provide support to SMEs
3
To what extent is the strategy of your cluster organisation focused on supporting SMEs? (n=312)
Cluster excellence and cluster management
“Cluster management is quite a novel topic. Most of the people I know in my circle are still struggling how to manage a cluster efficiently. There is a need for accumulated knowledge on what is the basis of cluster management and how do you become very good at that.”Source: Abstract from an interview with a non ECI participant cluster.
EU-added value
?
Top-down or bottom-up?
Who is sailing the ship?
Top-down or bottom-up?
Making tough choices: smart specialisation
Defining the business model
• 25 % of supported projects lead to an innovation
• Between 2008 and 2011
• More than 1000 registered patents (1.5 of all registered patents at the national level)
• 93 start ups (5% of the total number of innovative businesses created)
• 2/3 of cluster members created employment as a direct result of participation
• More than 50% increased R&D expenditure
• 60% developed new partnerships with industrial and non industrial actors
6%
19%
57%
18%
12%
10%
41%
37%
5%
11%
46%
39%
1%
8%
49%
42%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
4 - There is evidence of an impact of the measure based on verifiableindicators or an evaluation
3 - The measure has achieved its intended targets in terms of result
2 - There has been a positive response by beneficiaries to the measure
1- It is too early to judge the success of the measure
Leaders
Followers
Moderate
Modest
Who is evaluating policy measures at regional level in the EU?
Firms
Firms
Firms
Industry/Clusterconfigura onin me1
Firms
Firms
FirmsIndustry/Clusterconfigura onin me2
Spaceofreconfigura ons
JointR&Dacrosssectors
Acquisi onofrelated
technologies,designs
Jointalliances,ventures
Scou ngsolu ons
Licensinginfromothersectors Supplier-
producerlinkagesMobilityof
staff
Spin-ins
Spin-offs
Start-ups
Cluster trend analysis and industrial reconfigurations
Advertising & Marketing
Aerospace & Defense
Agriculture & Livestock
Alternative Energy Sources
Asset Management
Automobiles & Components
Biopharmaceuticals
Brokerage
Building/Construction & Engineering
Chemicals
Construction Materials
Containers & Packaging
Electronics
Food & Beverage Retailing
Food and Beverage
Healthcare Equipment & Providers
Home Furnishings
Hospitals
Hotels and Lodging
Household & Personal Products
IT Consulting & Services & Software
Machinery
Metals & Mining
Motion Pictures / Audio Visual
Non Residential
Oil & Gas
Other Consumer Products
Other Energy & Power
Other Financials
Other Industrials
Other Materials
Other Retailing
Paper & Forest Products
Power
Professional Services
Publishing
RetailingSemiconductors
Telecommunications
Textiles & Apparel
Transportation & Infrastructure
Water & Waste Management
Trends in cross-sectoral industry dynamics–M&A
www.technopolis-group.com
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