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“Who even knew we had one?” The GTA’s microelectronics industry and the role of non-market governance

“Who even knew we had one?” The GTA’s microelectronics industry and the role of non-market governance. Prepared for: The 7 th ISRN Annual Conference, Toronto, May 5-7, 2005 Tijs Creutzberg Ph.D. Candidate, Department of Political Science, University of Toronto. Context.

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“Who even knew we had one?” The GTA’s microelectronics industry and the role of non-market governance

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  1. “Who even knew we had one?” The GTA’s microelectronics industry and the role of non-market governance Prepared for: The 7th ISRN Annual Conference, Toronto, May 5-7, 2005 Tijs Creutzberg Ph.D. Candidate,Department of Political Science, University of Toronto

  2. Context • Re-scaling of the economy (e.g. Swyngedouw 2003, Jessop 1994) • Change in relative importance of economic institutions • Subnational institutions more prominent • Economic communities (e.g. Henton 1997)

  3. Two types of governance

  4. Two types of governance

  5. Geography of Fabless Microelectronics Leading Fabless IC Suppliers by revenue, 2003 Source: IC Insights, 2003

  6. The Greater Toronto Area at a Glance Source: GTMA Lake Ontario

  7. Early strategic efforts1950s-1970s • Key actors • Federal government (DOD, DTIC) • The University of Toronto • Multinationals • Initiatives – government partnerships with chosen firms • Technology procurement • Navy / Ferranti – DATAR tracking system • Technology development • DTIC / CDC - computers • Multilevel dimension • National engagement of local (Toronto based) actors • National leadership – ‘moral persuasion’

  8. Strategic initiatives in 1980s-1990s • Key actors • Federal (DTIC, Granting council) • Provincial government • The University of Toronto • Initiatives – capability hubs • Microelectronics Development Centre • Canadian Microelectronics Corporation • University based centres of excellence – Micronet / CITO • Multilevel dimension • Ad hoc, fixed-term support • No long-term strategy • A mix of local and supra-local leadership

  9. Contemporary strategic governance: more of the same only less… • Retrenchment of the federal government – Micronet • “the federal government thought microelectronics was done” • Disengaged local associative system • No strategic outlook • Competitive • Traditional – lobbying, information providers

  10. …though with some signs of a strengthening local dimension • Toronto City Summit Alliance • Toronto Region Research Alliance • Department of Electrical and Computer Engineering • City of Toronto • Toronto Competes • Markham • Innovation Synergy Centre

  11. Summary: A GTA Model? • Observations • Federal government less involved • No local uptake – local strategic coordination is weak • Governance network • Weak linkages between various nodes of actors • Multilevel – though little coordination • No regional focus • Localizing dynamics do exist: • Engineering professors • Municipalities • Transition point?

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