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13th TCI Global Competitiveness Conference MDI/ Gurgaon Nov. 29 - Dec03 2010. Balancing Bottom-up and Top-down Cluster Activities – The Case of North-Rhine-Westphalia Dieter Rehfeld Institute for Work and Technology, Gelsenkirchen. Helsinki. Oslo. Stockholm. Tallinn. Moscow. Riga.

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slide1

13th TCI Global Competitiveness

Conference

MDI/Gurgaon

Nov. 29 - Dec03 2010

Balancing Bottom-up and Top-downCluster Activities – The Case of North-Rhine-Westphalia

Dieter Rehfeld

Institute for Work and Technology, Gelsenkirchen

slide2

Helsinki

Oslo

Stockholm

Tallinn

Moscow

Riga

Copenhagen

Dublin

Vilnius

Hamburg

Minsk

Berlin

Amsterdam

London

Warsaw

Dsseldorf

Brussels

Kiev

Frankfurt

Prague

Bratislava

Paris

Munich

Vienna

Budapest

Bern

Bucharest

Zagreb

Ljubljana

Sarajewo

Belgrade

Madrid

Sofia

Tirana

Skopje

Istanbul

Rome

Lisbon

Athens

Nicosia

Valletta

NRW – located in thecoreof Europe

slide3

North Rhine-Westphalia – in brief

Gross domestic product 2009 (in EUR bn)

*2008

**end of 2008; all other data 2009.

slide4

Threesubregions in NRW

  • Rhine Axis (Bonn, Düsseldorf, Cologne, Aachen)
  • Technology, Knowledge Based Services, Creative Industries
  • Industrial Brands: Ford Germany, Bayer
  • Ruhr Area (Essen, Dortmund, Bochum, Duisburg)
  • Ongoing structural change, new industries (Logistics, ITC, Health Care) and renewed strength (New Materials and Nano Technology)
  • Industrial Brands: Krupp Thyssen, Evonic (former Degussa)
  • Westphalia (Münster, Bielefeld, Siegen)
  • Strong industrial base, rising technology intensity, SME and family company driven
  • Industrial Brands: Miele, Dr. Oetker, Claas, Wincor Nixdorf
slide5

Steps in NRW’s Cluster Policy

  • Early 1990ies Initiative to support automotive suppliers
  • Mid 1990ies combining regional and sector activities (36 projects)
  • End 1990ies selected best practice (Dortmund-Project, ChemSite)
  • Early 2000s 12 fields of competence in the Ruhr Area
  • Mid 2000s 16 NRW-wide cluster initiatives
  • 2010 ???
slide6

Situation Early 2000s

  • More than 50 NRW-wide initiatives (sector and/or technology)
  • More than 50 regional/local clusters or networks
  • Special approach in the Ruhr area: 12 fields of competence
  • Result in fragmented networks resp. clusters that are:
  • In a very different state of professionalization
  • Highly overlapping and partially competing
  • Regional and sector highly specialized
slide10

Balancing dilemmas in cluster management

Policy driven commitment

Thematic interaction (project based)

Administrative space

Strong Commitment (SME)

Dense Interaction

Pragmatic spaces

Different modes of division of labor

Limited Resources

Danger of lock-in

„clustering around „

Strong resources

Cross-cluster potentials

Professional management

Institutional

innovation

Excellent networks

Global nods

Branding

slide11

Division of labor between regional networks and centralized cluster

  • Type one: Back-office
  • Companies are organized in strong regional networks
  • Each region has a thematic profile
  • Cluster helps in capacity building, marketing, scouting/technology foresight and so on regional clusters are present in the strategic boards of the clusters
  • Type two: Association
  • Cluster integrates the activities of regional networks, thematic networks and sector associations
  • Thematic promotion, coordination and lobbying
  • Type three: Promoter of strategic projects
  • Regional networks are weak and heterogeneous
  • Cluster organises thematic networks and lead projects
  • Type four: Triple Helix
  • Cluster focuses on linking research, companies and politics
  • Driven by technology and research projects
slide12

Mix of sources for financing central clusters

  • Direct fees by companies
  • Indirect support by companies (sponsoring, free services, donating)
  • Fees by regional networks and associations
  • Companies pay for specific services (Fairs, conferences, information, support)
  • Network and research projects
  • Public support (collective goods, support for administration)
slide13

Key actors in cluster management

  • Consortia of regional clusters
  • Business associations (sectoral)
  • Former state initiatives
  • Consultancies
  • Research institutes
slide14

Future of cluster policy in NRW – Facing insecurity

  • Different approaches and common quality standards?
  • Long-standing political commitment?
  • New initiatives by European policy?
  • Lead markets
  • Social innovation
  • Integrative, sustainable and intelligent growth
  • Evaluation and reorientation?
  • Institutional modernization?
  • Innovative spaces?
slide15

Q&A?

Thank you for your attention!

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