ALMA MATER STUDIORUM – UNIVERSITA’ di BOLOGNA SEDE di FORLI'

1. ALMA MATER STUDIORUM – UNIVERSITA’ di BOLOGNA SEDE di FORLI' F A C O L T A' d i E C O N O M I A MBNanoMicro13 SUSTAINABLE REFURBISHMENT, RETROFIT, ENERGY MANAGEMENT IN HOUSING The organizations of territorial Governance in Science and Development. Massimo Bianchi massimo.bianchi@unibo.it

2. M.Bianchi References ( Theory ) • From national particularisms to European Public Administration through rediscovery of local systems: Makroökonomische Materialien of the Institut für Wirtschaftswissenschaftenwe , University of Salzburg, Salzburg ,n.3 April 1999 • Cross border public centres of support and technical assistance for small business development, Economic Research, Faculty of Economics And Turism, Pula 1999 • Efficacy and efficency of Multi Campus Model in the Organisation of big Universities Some lessons from the development of University Seats in Romagna Millennium III Quarterly, Black Sea University Foundation, n° 67, Bucharest, Romania 2001. • Lessons for diversity management from Development Projects in Balkan Countries .Comunicazione al Convegno “The Balkans in the global space “ Joanina – Grecia 11-14 Settembre 2000. VII Conferenza di Portoroze, Dnevi slovenske uprave. Portoroz 2000. Ljubliana University, November 2000 • Products and services tracking in excellence management, 7th World Congress for Total Quality Management, Vol. I, Sinergie Cueim 25-27 June 2002, pp. 317-331 • "The municipalities' services for the development and support of small and medium enterprises".Working Papers des Institut für Wirtschaftswissenschaften der Universität Salzburg 17-20 april 2002, n° 9 ( http.//www.sbg.ac.at/wiw/scherrer/). • Managerial and evaluation problems in development projects of transition countries. ,International Symposium on Learning Management and Technology Development in the Information and Internet Age. The convergent paths of Public and Private Organizations. Bologna 21-22 Novembre 2002, Economia Aziendale 2000WEB, n. 1, 2004, www.ea2000.it • Trust impact in the renewal of management systems :Theoretical problems and empirical evidences for boundary maintaining. Submitted to Economic Research, Publishing forecast on December 2004. • 2009( With L.Tampieri, J.Tesic, J.O.Imoniana) Comparing the role of managerial control in micro family business start up in Bosnia Erezegovina, Brazil and Italy , Corporate Ownership and Control, Vol. 7, issue 2, Winter , ISSN 1727_9232 pp. 224-237, ( pp. 18, par. 665, ch. 43706 ) • 2010 – • 2010 Networking approach for the development of European major river basins. The case of Low Volga. UIB Revue ISSN 1990 -5580 pp. 6 , par. 3039 ch. 29542 • 2012 ( With J.Sligoriceniene, A.Kaklauskas,D.Strelmikienè) Multiple criteria decision support system for the assessment of energy generation technologies considering the dimension of values, International Journal of Strategic Property Management , V.16,n° 4, Dec. 2012,Routledge, ISSN1648-715 X

3. The good environment for advanced enterprises The effectiveness of various forms of science and technology (S&T) capacity-building initiatives, including technopoles, incubators, and high-technology industry clusters has been proven in developed and developing countries alike ( UN Network of Technology Parks and Incubation Schemes ) Technoparks are believed to promote economic growth and generate value by enhancing the ability of its tenants —high technology firms — to survive and grow in a very competitive environment. Nevertheless, there is conflicting evidence regarding the actual effectiveness of technoparks. As regards Kazakhstan, it differs from developed countries in that most of its R&D activities are carried out by public organizations rather than businesses. No noticeable shift towards firm-based R&D occurred during the 1990s. This fact reflects that Kazakh techno parks do not really act as vehicles for the commercialization of new technologies. ( Slavo Radosevic and Marat Myrzakhmet about Kazakhstan Techno Parks )

5. STP Italian Trend

6. Some empirical applications

7. Different genders • Research park ( Basic research ) • Science park ( Applied research ) • Technology Park ( The simple applied product and services prevails on research and science ) • Tecnopolo ( Network of research centers ) • Innovation Centre ( Promotional center of innivaton ) • Business incubator ( to create and support the start up of entreprises ) • Commercial park ( To sold products and services ) • Virtual park ( To manage the information and links of associated organizations

11. SEP is a complex organization among academic institutions, national laboratories, industrial organizations, and/or other public/private entities to create new and meaningful knowledge of significant benefit to society (National Science Fundation The SEP definition still accepted is “an organisation managed by specialised professionals, whose main aim is to increase the wealth of its community by promoting the culture of innovation and the competitiveness of its associated businesses and knowledge-based institutions ” (IASP).. These definitions didn’t give us and idea about the real motivations of this kind of organization : A structure or a process ? A recovering of existing and previous experiences or a new perspective beyond the present situation ? A result of a local peculiar history or an objective of a methodology ?

12. In Parks management two main structures are involved : Informal organization based on establishing and make visible links among business organizations and the Formal one connected to the functioning of an official institution. In Project Management Action ( and process flow ) prevails to establishment

13. Main elements of Local Embeddedness( E.R.Model )

14. From structure to action in different local systems

15. ADMINISTRATION STAFF COMMUNICATION ASTER’S ORGANISATIONAL STRUCTURE GENERAL MEMBERS MEETING TECHNICAL SCIENTIFIC COMMITTEE PRESIDENT BOARD OF DIRECTORS HUMAN RESOURCES AND PROFESSIONAL GUIDANCE Director PROJECT MANAGEMENT, DEVELOPMENT AND PROMOTION NETWORK SERVICES TECHNICAL ASSISTANCE TO THE REGIONAL GOVERNMENT, ANALYSIS AND MONITORING

16. A Matrix Organization

17. Research center Hunting Spin off center Hotels and restaurants University Business tour Village tourism agency Cultural, scientific and business park Education center Meeting center Local enterprise Business Incubator Show room Museum Laboratory for distance support Local culture The Basic Network of an Integrated Science Park

18. Performance hardly ever comes from standard service. Custom your product, get right directions TARGETED DOSSIER SITE SELECTIONS ON SITE MEETINGS Key players: Investors Specialised Medias Professionals Different Business Dimensions

19. But also …

21. Positioning correctly STP strategy on the Chessboard ( M.Penza ) Identify S.E.P. competitive advantage: Market International Logistic Hub Commodities Cost of qualified Manpower Cost of Land World economy is slowly shifting from Globalisation to what I call “Polarisation” Rising economies of Far East and Near Est, emerging CSI as well as Latin America will soon find their place on the world chessboard ( BRICS )

22. The Territorial Develpoment as an Organizational Process • Targets • Services to grant • Needs to satisfy • Resources • Human • Professional • Financial • Economical • Managerial • Knowledge PROCESSING RESULTS

23. THE QUALITY LEVEL TARGETS EFFICACY= Results / Targets ? ADEQUACY = Resources / Targets RESOURCES RESULTS EFFICIENCY= Results / Resources

26. STRATEGIC STRUCTUREctrlstrges1 Missions : Targets Definition Strategic Control Reasources Allocation Ad Ec Ez Mana-gerial Control OPERATIVE STRUCTURE Mission : Fulfill Results

27. ADEQUACY Governance Structure Targets Resources EFFICACY EFFICIENCY Executive Structure Results

28. How to connect strategic obiectives to operative ones ?

29. SME Development Agency( Governance level )

30. SME Development Agency(Managerial level )

31. SME Development Agency( Operative Units – New Entrepreneur Business Counter )

32. The three levels of co-ordination • By negotiation ( Governance ) • By program ( Management ) • By standardization ( Operative Units )

33. Cluster and Networking. Not an enterprise by project but a project for enterprise

34. The basis of networking Push approach Pull approach • What is the starting point of push strategies ? • The financial support. • The entrepreneurial leadership. • The committment

35. PUSH Professional training Financial support and facilities To realize an economic dimension PULL The committment The fulfillment of committment and learning process The making of a stabilized structure of links with customers and suppliers Push and pull approach sto business creation

36. Bologna, Italy (FACTS) • Bologna is one of the richest Italian Cities, well known for its SME’s Clusters, automatic machinery, quality food, and strategic position towards Europe and Mediterranean area

37. Bologna, Italy (IMAGE) • Spaghetti alla bolognese • Mortadella “Ballooni” • __________ • NOTE: “Spaghetti alla Bolognese” doesn’t even exists. Though, you will find it written all over the world’s Italian Menus

38. …and place correctly on the Chess Board( m.Penza ) • DEFINING SEP COMPETITIVE ADVANTAGE… • Market size • Finance • Logistic • Cost of Key factors • Oil & Energy • Commodities • Quality of environment