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Behavioural Additionality in Strategic Basic Research. ‘New Frontiers in Evaluation’ Vienna, 24 April 2006 Jan Larosse, EC-DG RTD Paul Schreurs, IWT Flanders. Outline. Why new evaluation concepts? What is BA? Context IWT SBO programme ‘Internalising’ BA in the programme design

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behavioural additionality in strategic basic research

Behavioural Additionality in Strategic Basic Research

‘New Frontiers in Evaluation’

Vienna, 24 April 2006

Jan Larosse, EC-DG RTD

Paul Schreurs, IWT Flanders

outline
Outline
  • Why new evaluation concepts?
  • What is BA?
  • Context IWT
  • SBO programme
  • ‘Internalising’ BA in the programme design
  • Conclusions
1 why new evaluation concepts
1. Why new evaluation concepts?
  • Shift in Policy Rationale
    • Lisbon Strategy: R&D for ‘growth and jobs’
    • Linking science and industry: new incentives for academic researchers
    • System approach: ‘extended’ additionality
  • Shift in Policy evaluation
    • From context of policy legitimation to context of policy learning
    • Evaluation as part of policy cycle (design)
2 what is ba
2. What is BA?
  • Additionality
    • ‘Making the difference’
    • Traditional reference to ‘market failure’
    • Externalities are everywhere
  • Behaviour
    • Input additionality = investment behaviour
    • Opening the ‘black box’ of the innovation process
    • Behavioural Additionality is everywhere
3 context iwt
3. Context IWT
  • Innovation Agency in ‘bottom-up’ governance model
  • One-stop shop for business R&D; coordinator intermediating services
  • Gradual expansion of portfolio
  • Interest in ‘additionality’
    • Conferences 6CP 1997, 2003
    • Evaluations (large scale survey on BA in 2006 running)
4 sbo programme
4. SBO-programme

SBO = "competence centre"-type of programme

financial support of 2,5 to 3 million euros to allow the funding of a team of 5 to 7 researchers for a period of four years (open to all disciplines, all actors).

"high risk-high potential" strategic basic research integrated in a strategic knowledge platform

with wide opportunities for the application or exploitation of the research results

+ an active commitment to contribute to the effective utilization of the research output by companies or social profit organisations

slide9
Main distinctive "Behavioural Additionality" of SBO-platforms relative to pure academic research platforms
concerns for system failures
Concerns for system failures

- cultural differences and barriers in industry-science relations; lack of mutual trust and compatibility;

- dominant culture of internally oriented academic research;

- lack of industrial backing, commitment or absorption capacity

- risk of ‘lip service’ or opportunistic behaviour.

challenges and tensions
Challenges and tensions

not necessarily unique to smaller regions but can be reinforced in smaller regional innovation systems:

- Balance between international research networking and the expected focus towards the ‘economic return to the region’;

- Match between the science base and the economy or society. Missing links in the chain of value creation.

- Missing links in the chain of knowledge creation. Gaps may be present in the available expertise within the region.

5 adaptations in programme design to enhance ba
5. Adaptations in programme design to enhance BA.
  • to have a phased or multi-stage evaluation process in three consecutive selection rounds

-round 1 : focus on the eligibility and the strategic fit of the proposal within the programme

-round 2 : focus on the scientific quality of the proposal

-round 3 : focus on the utilisation or valorisation value of the proposal

2) to have a balanced expert assessment involving two types of essential expertise

-international high-level scientific experts with strong scientific expertise in the core of the proposal-highly experienced experts who can judge the economic or social/societal exploitation potential / absorption capacity of the research output in the Flanders region

  • to provide interaction and feedback opportunities for applicants
6 conclusions
6. Conclusions
  • BA as a heuristic for policy learning
  • Evaluation: linking system failures to incentives for behavioural change
  • New type of programme managers / new type of agencies
  • BA and Strategy: implicit vs explicit choices
  • Develop BA evaluation methods and models