The extended (a nice way to say too long) ppt I presented at the International Phd School on Economic Geography - Utrecht Uni.

1. The Role of Innovation Intermediaries in Regional Innovation SystemsA Comparative Analysis Between Emilia-Romagna and Baden-WurttembergVer. 4.0 Andrea Cocchi - Doctoral Researcher Newcastle University Business School International PhD Course on Economic Geography, Utrecht, 21-24 Sep. 2010

2. Contents Andrea Cocchi - Newcastle University 2 Background Issue: Innovation Intermediaries in evolution Unit of Analysis Unit of Observation Research Presentation Research Consistency Research Questions Interpretative Model Problems to be addressed

3. Background : The PlaygroundRegional Innovation Systems (RIS): Andrea Cocchi - Newcastle University 3 RIS have been represented and analyzed according to different logics Bottom Up vs. Top Down (Howells, 99) Governance Models for Technology Transfer (Braczyk et al., 98) Taxonomies for Knowledge Base (Asheim et al., 2007) Main Territorial Problems (i.e. distressed, rust belts, new knowledge) (Todling, Trippl, 2005) Notwithstanding their “conceptual diffuseness”, RIS are used to design, deliver, evaluate, analyse and define regional innovation dynamics

5. There is a Need to Study Innovation Intermediaries? Andrea Cocchi - Newcastle University 6 Innovation is a distributed, non linear, process based on mutual learning. Proximity and space are important elements of the regional (localized) innovation process. Innovation Intermediaries are an emergent typology of actors providing knowledge based services.

6. Diversity of Actors in IntermediationSource: VILJAMAA, et. Al. (2010) For and against? An exploration of inadvertent influences of policies on KIBS industries in the Finnish policy setting. The Service Industries Journal, 30, 71-84

8. Evolution of Innovation Intermediaries?Institutions of Technological Infrastructures (ITI)(source Koschatzky and Stahlecker, (2010)The emergence of new modes of R&D services in Germany. The Service Industries Journal, 30, 685 – 700. Andrea Cocchi - Newcastle University 9 General Function: Provide R&D services A) knowledge-intensive service firms (heterogeneous) B) research- and innovation-oriented organizations (more institutionalized: RTOs, C-RTOs , ITIs) Common Nature: subgroup of Knowledge-Intensive Business Services (KIBS) (cf. Strambach, 2001) Observation 1: the division of labour in R&D services diminishes Observation 2: this implies flexibility of resources (adaptation, change ... )

10. Stakeholders: Composite and Dynamic (local traditional/technological districts as well as Big Firms)

11. Governance model: agreed by shareholders

12. Remits: coordination, design and delivery of technology transfer activities

14. Unit of Observation Andrea Cocchi - Newcastle University 12 Functions, organizational settings and tasks (ideal model) Organizational routines: Activities, and processes (real model) Human Capital: scholarity levels, technologies managed, mobility and affiliations Systems of relationships developed: territory; sector or technology; typologies of organizations Performances and outcomes obtained (comparing different perspectives: policy maker, managers and clients) – Gaps and Reinforcements

15. Aim Andrea Cocchi - Newcastle University 13 Aim: of this research is to define the role of specific I.I. according to an evolutionary perspective Propositions: If division of labour in R&D services is diminishing, this evolution can be captured profiting from a actor-oriented perspective (and not subject oriented). If this evolution leads toward a more flexible Intermediary, the analysis of Functions, Routines (activities) and systems of Relationship should be implemented (contextualized perspective). Hypothesis: this emerging role should be explained by the emergence of institutional, organizational and professional paths.

16. Research Rationale Andrea Cocchi - Newcastle University 14 Object of this research is to study the role and functioning of a specific actor - Innovation Intermediaries (I.I.) - in a Regional Innovation System. Focus is on the organizational, strategic and relational aspects: activities, functions, networks and technologies (object perspective) Main Research question: how can the emerging role be defined in a RIS? Tentative Hypothesis: we have to look for the dynamics of Innovation Intermediaries. And then looking at their role in RIS.

18. Research Consistency Andrea Cocchi - Newcastle University 16

19. Research Questions Andrea Cocchi - Newcastle University 17 Overarching Research Question: How can the role of Innovation Intermediaries in the regional innovation system be defined? Sub Research Question 1: How does the regional policy mix impinges on Intermediaries’ strategy? According to which rationale Innovation intermediaries are defined and used by regional innovation policy? How does the policy mix impinges on innovation intermediaries’ strategy and behaviour? How intermediaries’ activities and functions are evaluated, by in terms of quality, expectations and outcomes?

20. Research Questions Andrea Cocchi - Newcastle University 18 Sub Research Question 2: What is the nature of the relationship between Intermediaries and regional innovation system? Which kinds of services do Intermediaries provide? How these services are provided? How the client firm interact with the intermediaries? (cnf. KIBS literature) Sub Research Question 3: How the intermediation activity is organised? How the policy mix is exploited by I.I. management? How the value proposition is created? What are the actors involved? How the clients are targeted and selected?

21. Focus on Routines Andrea Cocchi - Newcastle University 19

22. An Interpretative ModelSource: Zahra, Sapienza, Daviddson (2006) Andrea Cocchi - Newcastle University 20 Subtantive Capabilities Resources Skills Performances Dynamic Capabilities Entrepreneurial Activity Org. Knowledge Learning Process

23. Focus on Capabilities Categories (problem setting) Processes (problem solving) Andrea Cocchi - Newcastle University 21 Ability to perform basic functional activities Perform dynamic improvements Ability to recognise the value of other resources or develop strategies Learning to learn capabilities Reconfiguration: of available resources in specific processes Transformation: replacing processes inside the organisation Learning: outcome of experimentation Creative integration: development of new resources

25. Distance between theoretical framework (IS and Evolutionary studies) and Intermediaries: appreciative theorizing normally implies quantitative and not experimental analysis