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Innovation and the entrep ôt cluster

Innovation and the entrep ôt cluster. Peter W.B. Phillips University of Saskatchewan. Saskatoon – An Innovation Entrepot. Using the chain-link, 4-knows model of innovation suggests innovative communities may operate like a classical trade entrepot Most inputs are imported tax free

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Innovation and the entrep ôt cluster

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  1. Innovation and the entrepôt cluster Peter W.B. Phillips University of Saskatchewan

  2. Saskatoon – An Innovation Entrepot • Using the chain-link, 4-knows model of innovation suggests innovative communities may operate like a classical trade entrepot • Most inputs are imported tax free • Value is added locally • Semi-finished outputs are exported for further processing and distribution to final consumers • Local community linked to rest of world

  3. Framework for Analysis Chain link model of innovation – Klein & Rosenberg 1986 Research Knowledge (both in-firm and available elsewhere) Invent and/or produce analytic design Detailed design and test Redesign and produce Distribute and market Potential Market Flows of knowledge

  4. The Entrepot Model Import proprietary technologies from global market Assemble into new knowledge using local sources of knowledge Export Knowledge or products LOCAL PROXIMITY - GLOBAL REACH

  5. The Saskatoon Biotechnology entrepôt and its global connections

  6. Private Actors • Present in the cluster, however not cluster defining • Often small actors with less than 50 employees

  7. Innovative Firms

  8. Public Institutions Key • Public provides much of the soft infrastructure for local innovation: • Governments provide standards, IPRs, regulations, infrastructure, grants, etc. • University provides trained workers • NRC and AAFC provide know-how and know-who for processes and breeding • NRC hub (platform) for technology adaptation and adoption; local base for spinoffs

  9. Cluster function characterization

  10. Density and Centrality

  11. Density by function

  12. AAFC Ag West CLSI U of S SRC IRAP POS PBI 5 4 3 2 Density within the core of the cluster

  13. Centrality of core actors by functional linkages

  14. Conclusions, recommendations and strategies • Can a cluster be nurtured? • What do clusters do for firms? • Can a cluster facilitate diversification into other related areas or spawn a new cluster in the same region? • Can a cluster be catalytic or synergistic in spawning clusters in other regions? • Is competition and collaboration constructive or destructive?

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