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Enabling International Strategic Partnering in Information Technology. Dr. Delfin Jay M. Sabido IX Chief Technology Officer Integrated Microelectronics, Inc. Philippines.
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Dr. Delfin Jay M. Sabido IX
Chief Technology Officer
Integrated Microelectronics, Inc.
Organising a long-term multilateral scientific collaboration is notoriously difficult, especially when the collaboration is meant to be truly international, i.e., not just an extension of one country’s research project or program. This is true even when there is strong agreement among scientists of many nations about scientific issues (scope, goals, methodology, resource needs, etc.) One of the principal reasons for this is a lack of experience, procedures, documentation and venues for designing the needed legal, administrative, and financial structures of the desired co-operative project. In other words, there is a lack of knowledge about how to make the transition from a shared scientific vision to an efficient, adequately funded and staffed scientific collaboration.- OECD secretariat’s introduction to Mr. Eric James’ paperEstablishing International Scientific Collaborations: Lessons Learned from the Global Biodiversity Information Facility, February 2002
Formation of these new forms of cooperation was triggered by the fundamental changes in the structure of the global economy and process of technological change
- What are the pre-conditions for successfully developing international partnerships, and what constitutes current best practice?
- How can the varying needs of ITA member economies be met?
- What areas of ICT have the greatest potential to deliver benefits from enhanced regional and international interaction?
- Which ITA member economies have an interest in pursuing enhanced collaboration?
- What are the potential models for enhanced collaboration?
- What role can or should WTO play in facilitating the growth of ICT networks, collaborations and partnerships?
1st APEC Science and Technology Policy Forum,
Chair’s Summary, Penang, Malaysia, 8-9 October 2001.
A network to link academe, research, and government institutions through a nationwide and international (regional and worldwide) broadband network to enable R&D collaboration among various ICT and S&T organizations.
One of the most urgent requirements for several developing countries is to fast-track the establishment of high performance network services for research and development, and for enhanced collaboration.
Such opportunities for partnership and collaboration in the pursuit of e-Government exist not only within a nation, but among nations as well. Countries can learn from each other’s experiences on how to effectively implement e-Government projects. Moreover, it is possible that a successful e-Government project in one country can be replicated in another country with some minor modifications.
A mechanism for industry, academe and government, and international cooperation for technology and capability development. This R&D and training center will be a conduit for developing the technologies required, and a place of convergence for technopreneurs, investors, businesspeople, engineers, scientists and technologists. The center will address the need to facilitate technology transfer agreements with companies, abroad and here, local and foreign academe, and to fast track the dissemination of technological capabilities to the private sector
OSS refers to software that is developed, tested, or improved through public collaboration and distributed with the idea that it must be shared with others, ensuring open future collaboration.
Open software is an especially useful tool to allow developing countries and economies in transition to leapfrog into the information age. It encourages novel development models that have been demonstrated to be particularly well suited to take advantage of the work of developers collaborating across the Internet.
In general, it also has a positive impact as an enabler for the creation of new markets and business opportunities. Government, in partnership with industry and society, has a key role to play in the debate on the viability of OSS, as government is the largest procurer of ICT in most economies.
N. Vonortas and M. Hamdi, "Partnerships and Networking in Science and Technology for Development," United Nations, New York and Geneva 2002.
Joint R&D pacts
Joint development agreements
N. Vonortas and M. Hamdi, "Partnerships and Networking in Science and Technology for Development," United Nations, New York and Geneva 2002
Stability vs. Flexibility
Equity agreements vs. non-equity agreements/contractual agreements
Formal vs. Informal Partnership
Choice of mode of alliance is affected by the tradeoff between minimizing organizational complexity and maximizing control over the alliance by each partner.
Secretariat, administrative functions, project management
From OECD secretariat’s introduction to Mr. Eric James’ paperEstablishing International Scientific Collaborations: Lessons Learned from the Global Biodiversity Information Facility, February 2002
Monitor and review the partnership throughout its lifetime
Phased projects with achievable milestones
Start with a pilot project
Project monitoring across national boundaries, how to manage these?
Scheduling regular face-to-face meetings
Human resource issues