The Demola model as a public policy tool to improve public-private collaboration

The Demola model as a public policy tool to improve public-
private collaboration
DANIEL CATALÁ-PÉREZ, MARÍA DE-MIGUEL-MOLINA
DEPARTMENT OF BUSINESS ORGANIZATION
UNIVERSITAT POLITÉCNICA DE VALÈNCIA
Business Meets Technology
2nd International Conference of the University of Applied
Sciences Ansbach (2nd to 3th July 2020)
Esta obra cuyo autor es Daniel-Catalá-Pérez y María de-Miguel-Molina está bajo una licencia de Reconocimiento-CompartirIgual 4.0 Internacional de Creative Commons.

Research context
PhD research: "Public policies to promote innovation through public-private
collaboration instruments: a comprehensive evaluation approach of Spanish
innovation system“
Research questions:
◦ What is the role of PPPs in the context of the Spanish innovation system?
◦ What are the drivers and obstacles of PPPs in Spain and how do they impact on the
performance of the Spanish innovation system?
◦ How could PPPs be appropiated to better support innovation production in Spain?

Research context

Next generation innovation policies
Experience and knowledge
accumulated through those
frameworks
(Fagerberg, 2018)
Mission-oriented (Mazzucato, 2018) or challenge-
oriented (Boon and Edler, 2018) STI policies, try to
give specific answers to the demands of this new
scenario.

Next generation innovation policies
Transformative innovation
policy model
(Diercks et al., 2019; Schot
and Steinmueller, 2018).
Experience and knowledge
accumulated through those
frameworks
(Fagerberg, 2018)
Redefinition of the role of fundamental actors, such
as the public sector – including academia- (Kattel
and Mazzucato, 2018; Kuhlmann and Rip, 2018), the
business sector (Giuliani, 2018) and civil society itself
(Rask et al., 2018).

Public-private partnerships
Grand challenges can only be solved through dynamic PPPs, in which
“public, private, and third sector actors can work together in new ways to
co-create and shape the markets of the future ” (Mazzucato, 2018, p.
813).
The public-private interaction becomes a backbone of each policy.
It requires governments to embrace a metagovernance perspective that
creates conditions for others to self-organize and experiment around each
of those societal challenges (Edler and Boon, 2018).

Public-private partnerships
Open innovation platforms (OIP)
“Any operating environment, technology, system, company,
product or service, whose development and/or content
production has been systematically opened up to outside
developers and value creation, and whose key aims are the benefit
produced by the platform's users to each other and the network
effect brought by participation ” (Raunio et al., 2016a, p. 12)

Demola model

Demola model
2008: “Creative Tampere 2006-2011”
2011: Demola Global
2018: DIMECC
Local, regional and national strategies
Nowadays: 17 countries, 50 universities

Demola model
ROLE MAIN FUNCTIONS AGENTS
Local operator
Inviting local organisations to launch challenges
Engaging students and building teams
Daily facilitation of teams
Universities
Public sector institutions
Private organisations
Demola Global
Challenge launcher Setting real challenges that affect them
Companies
Public sector institutions
Non-profit organisations
Challenge solver Co-creating solutions for real challenges
Student teams and
company staff
Academic manager
Disseminating the model and providing students
Supervising and recognising student work
Universities
Promoter/funder Promoting and financing Demola Public sector institutions

Demola model
Demola Campus Iberus operator is the Campus Iberus of International Excellence, a project
launched in 2010 by four public universities from four different Spanish regions: Aragon,
Navarra, La Rioja and Catalonia.
◦ The need to coordinate the interests of these universities, has been a critical challenge for the
operator.
◦ The involvement of companies has been uneven.
Demola Southern Catalonia operator is the Rovira i Virgili University, through its own
foundation. Probably, this is the Spanish node closest to the Demola sites standard structure.
◦ Its creation forms part of a regional development long-term strategy promoted by university and
local governments on the Quadruple Helix framework.
◦ In some way, Demola Southern Catalonia is assuming the role of a regional development agency but
it has not easy access to companies.

Demola model
Demola Basque Country operator is a private organization that provides advanced
training solutions.
◦ It has a strong business clients’ portfolio but…
◦ …also difficulties to access universities due to a lack of involvement and bureaucratic
issues.
Demola Canary Islands operator is a public technological institute framed in the
promotion of research and innovation applicable to the productive sector.
◦ It has quite easy access to the two regional public universities, despite their poor
involvement in terms of projects diffusion or teams managing.
◦ Due to its activity it has also easy access to companies.

Conclusions
In Spain, the public sector is adopting that metagovernance role only in few
cases .
When local or regional governments understand the potential of Demola as a
public intervention tool, the model is successful.
The experience of cases as Demola Canary Islands, suggest that in Spain, the
role of the public sector facilitating access to and coordination with other
agents could be a key success factor.
The existence of public agencies like the Technological Institute of the Canary
Islands in the rest of the Spanish regions, could become an opportunity to
promote and coordinate a national strategy to promote public-private
collaboration in innovation with instruments such as Demola.

The Demola model as a public policy tool to improve public-private collaboration

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