Abdelkader Djeflat University of Lille (France) Chairman : the - - PowerPoint PPT Presentation

"LOCAL INNOVATION SYSTEMS, AND SOCIAL CAPITAL : NEW RESEARCH AGENDA FOR THE MAGHREB COUNTRIES"

Abdelkader Djeflat

University of Lille (France) Chairman : the MAGHTECH Network

Four key questions are asked

– 1/ The need for innovation: the global conditions and challenges – 2/Performances and – 3/ obstacles to innovation in MCs: the NSI perspective – 4/ Success stories and lessons to be learnt. – 5/ New research avenues: social capital and Local Innovation Systems

• 1. Global conditions &

challenges

Major Challenges

• internal challenges

– Unemployment 20% (graduates) – Erratic growth, – Increasing Poverty – Brain drain – Heavily resources- based economies

• External challenges

– digital divide – competition – free trade zones – External debts – Crisis of foreign direct investments etc.

Target to solve major economic & social problems

• New growth regime needed
• Annual growth needed: 6% a 7%

– More diversified production – Choc absorbing economies – Higher total factor productivity – Shifting from low wage based to INNOVATION-based competitivity

• 2. Performances and obstacles in

S&T

Performances in innovation

6353 597 342 311 Publicatio ns (1995) 333 178 200 Patents 1.92 0,3% 0,31% 0,3% R&D/GDP S.KOR EA MORO CCO TUNISI A ALGE RIA

R&D/GDP expenses

5 10 15 20 25 30 35 JAP ALL PORT TURK MAG Série1

Publications

10 20 30 40 50 MARAB IND MAGH HOL Série1

Patents

5000 10000 15000 20000 25000 ALG MAR TUN LIB MAG TURK SUIS Série1

Exports of manufactured products

Evo lu tio n o f GNI p e r cap ita in M o r o cco 2700 2800 2900 3000 3100 3200 3300 3400 3500 3600 1995 1996 1997 1998 1999 2000 Y ears US Dollars

Share of technology-intensive exports

67% Malaysia 66% South Korea 20.7% Morocco 22.8% Tunisia 9% Algeria

• 3. Obstacles

What are the obstacles?

• Weak Human capabilities : education,training
• Lack of Services: information, infrastructure
• Institutions : coordination
• Actors : rent-seekers, gatekeepers,
• Financing: venture capital
• Infrastructures
• Market and State failure :
• Culture and values : etc.

NSI: Standard framework

• nsi

SPHERE EDUCATIO NATIONorm atiscientifique echnical FORMATI ONifictraini ng SPHERE INDUSTR I SHERE RECHERCHE &DEVEL

SYSTEME NATIONAL D’INNOV A EXTERIEUR

NSI AS OPEN SYSTEM

SFST SRD (2) (1) (3) SNI (II) (b) (c) (III) (I) SI (a)

NSI AS COMPLEX SYSTEM

Ministry of Technical Affairs Organisation of finance and research Ministry of Education System of scientific and technical information National Scientific Policy National Development Policy Universities USER Centre for industrial research and public research Councils of research institutes National Techniques Centre for applied studies Centre for technical studies Pilot factories

NSI AS COMPLEX AND OPEN SYSTEM

International sources of technology supply Donor Agencies Government Local large scale enterprises with in-house R&D Small and medium size enterprises (SMEs) Private consulting firms Universities R&D Centres

SFST SRD (2) (1) (3) SNI (II) (b) (c) (III) (I) SI (a) SFST SRD (2) (1) (3) SNI (II) (b) (c) (III) (I) SI (a)

NOT CONNECTED WITH THE NSIs IN THE NORTH

SFST SRD (2) (1) (3) SNI (II) (b) (c) (III) (I) SI (a)

SFST SRD (2) (1) (3) SNI (II) (b) (c) (III) (I) SI (a)

WEAK ATTRACTION AND NEGOTIATING POWER

• 4. Success stories:

individual cases

• Several success stories exist: it can be done

– Public : SAIDAL: pharmaceuticals in Algeria – Private : POULINA Group: various activities in Tunisia

• MAGHTECH : knowledge network of university

researchers

Saidal (Public)

• Performances
• NEW Product (10 en

2001) Domestic market share from 15% to 40% within 5 years

• Price reduction of 5%
• Exports : 10Mns USD en

2001 to 10 countries

• Annual growth 30%

(2002)

• Position of Leader

internally

• Impact
• Imports reduction
• Certification ISO

9001/9002

• Employment creation

from 14000 jobs from 1998 to 2001

• Confidence to the local

industry that they can innovate and compete

POULINA (Tunisia)

• Creation 1967
• Capital private
• Shareholders 3000
• Size 7000
• Annual growth 10%
• Innovation : Various : agro-food example:

exhaust pipes, electrical goods etc..

• Success in exporting to Europe and other LDCs

The MAGHTECH network a knowlege network

• A network of university researchers and some

pratictionners (15% )

• Born in 1994 with a group of 30 researchers
• Currently 350 members in 7 countries
• 6 books published , 5 international conferences
• Consulting with various governments anf

international organisations

• Leading organised group in the sub-region in te

area of research on S&T

• 5. What are the major prospects?

Current research questions

• Using the social capital tools to

enhance innovation,

• Looking at the local Innovation

systems approach

Conditions

• human capital and local capacity
• leadership : to mobilise knowledge
• social capital : vital to overcome bureaucracy and

mistrust end resistance to technical change

• Breaking the wall between intermediate

institutions

• Institutional networking
• Mobilising of pré-existant relationships and

creation of new relationships

Social capital

• The common ingredients in the three

experiences:

– Long-terme relationship (poulina/maghtech) – Trust and confidence amongst the actors – A great of informal relationships – Sharing of values – Code of conduct (norms) – Referent power

Local Innovation Systems

(cappelin 2002) Creativity Customer Value Identity Innovation Accessibility Receptivity

Simultaneous Management

• f LIS

1. Manage accessibility and technological capital 2. Manage receptivity and human capital 3. Building identity and institutional/organizational proximity 4. Lever creativity and internal organizational capital 5. Enhance entrepreneurship and innovation capital 6. Customers satisfaction 7. Financial performance and creation of value

New Agenda for North-South Cooperation

¨Promoting Innovation partnership at local level

• decentralised

innovation-based cooperation

• strengthening

intermediate institutions

• mobilising tacit

knowledge

• Building proper NSI

and strengthening existing

• nes
• education and training
• contribution to brain

gain

• helping with coping

with new property rights protection (WTO)

• Funding of R&D

Social capital and north south cooperation

Innovation has definitely to come into the egenda of the various agreemenst and negociations (eg; Barcelona agreemnt and the free trade zones Magreb-Europe)

• promoting continuous flow of S&T

knowledge

• building trust between instituions &
• rganisations (SMEs, NGOs, Gov. )
• encouraging north-south networking,
• encouraging informal and social interractions

amongst actors ( entreprises, NGO, institutions and individuals : visa issue)