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GLOBELICS ACADEMY 2005

GLOBELICS ACADEMY 2005. LISBON 06.01. 2005. Innovation Strategies of Organisations in the Framework of Uderdeveloped NIS. A Case of Russia. By Stanislav Zaitchenko. ISSEK SU HSE. GLOBELICS ACADEMY 2005. LISBON 06.01. 2005. Why NIS approach? What are the aspects to work on?

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GLOBELICS ACADEMY 2005

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  1. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 Innovation Strategies of Organisations in the Framework of Uderdeveloped NIS. A Case of Russia By Stanislav Zaitchenko ISSEK SU HSE

  2. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 Why NIS approach? What are the aspects to work on? What is the Russian NIS? What are the challenges and responses of the Russian NIS institutions? What is the SWOT of their strategies? What are the integrated strategies? What the government can and should do?

  3. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 Methodology Legislation documents content-analysis Case-studies Expert interviews Aggregate statistical data review Statistical analysis and modeling using available datasets

  4. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 Why NIS approach? The key question of the study: What would be the innovation initiatives of organisations under conditions of unfavorable innovation climate in the country? A number of social institutions are involved in close interdependence in their innovation activity. It is impossible to improve innovation climate by reforms of separate institutions. A systematic multidimensional transition is needed. NIS is a system of interconnected institutions to create, store and transfer the knowledge, skills and artifacts which define new technologies. NIS approach is the most convenient way of complex study and policy-making in this context.

  5. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 What are the aspects to work on? The core idea, based on learning, innovation activities, innovation market environment and NIS institutions structure (Lundvall 1992, Nelson 1993). The process approach to innovation and the concept of technology transfer (Metcalfe 1995). The path dependency concept while studying the development of particular innovation systems (Hollingsworth 1997). The developing economies issue. Scope differentiation (national-regional-organisational levels) and its specifics. Three dimensions of analysis: incentives (interests), institutional/structural/functional aspect, networks.

  6. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 What is the Russian NIS? Industrial institutions: Innovation-providing enterprises: 4.5 – 11.8%. Innovation-intensive production output: 0.5%. Innovation-intensive services: 2.9%. R&D funding: 0.88% GDP. More than 60% of enterprises use equipment older than 15 years. Enterprises with positive dynamics: 27%. Low competition activity (due to low competitiveness).

  7. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 What is the Russian NIS? (Continued) Stand-alone research institutions (SARIs): Average age of equipment: 11 years. Total number of organisations: 2564 (USA – 39, UK – 46, Japan - 96). More than 70% of all Russian scientists. During the 1990-s: the number of employed researshers shrank twice. the number of SARIs grew by 23%.

  8. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 What is the Russian NIS? (Continued) Higher education institutions (HEIs): R&D funding: 0.08% GDP. Total number of HEIs: 1046 (63% are state institutions). R&D-providing HEIs: 38% R&D involved stuff: 14%. No budget, no endowments. No R&D status. No mediators between HEIs and the Ministry.

  9. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 What is the Russian NIS? (Continued) Government: R&D expenditures: 0.33% GDP. One Ministry responsible for education and science. S&T priorities: common, not specified. S&T goals and means: contradict each other. Three R&D support foundations, underfinanced in average by 20%. No Research assessment system.

  10. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 The “challenge matrix” * * No networking firms represented

  11. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 The “responce matrix” (common substrategies)

  12. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 SWOT for the common strategies

  13. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 SWOT for the integrated common strategy

  14. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 The “best substrategies matrix”

  15. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 SWOT for the “best strategies”

  16. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 SWOT for the integrated “best strategy”

  17. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 A set of recommendations To establish more clear S&T policy spell-out: Setting measurable goals and exact priorities Eliminating goals and means mismatches To regulate legal failures: Improving HEIs-subinstitutions status Avoiding double, triple etc taxation of R&D activities Fixing state budget legislation shortcomings To produce institutional incentives mechanisms: Implementing research university status Using R&D assessment and flexible support SMB encouraging programs To start comprehensive networking programs

  18. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 • So far... • Russian HEIs seem to be the most promising structures for innovation activity in comparison with stationary SARIs and risk-avoiding firms. What can be done on this field? • “Input-output” model to investigate effective operation mechanisms • HEIs ranking system and comprehensive support distribution mechanisms based on it.

  19. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 The input-output model for HEIs (universities)

  20. GLOBELICS ACADEMY 2005 LISBON 06.01. 2005 Thank you for your attention!

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