1. The Role of the Institutional Level: Three Functions of Innovation Systems IP INNO-NATOUR 2010, Suceava Gerhard Weiss

2. Innovation = successful introduction of novelties

3. Innovation System “Set of institutions which jointly and individually contributes to the development and diffusion of new technologies and which provides the framework within which governments form and implement policies to influence the innovation process” (Metcalfe 1995)

4. Innovation System Model Source: Arnold / Kuhlman 2001

5. Innovation System  Common characteristics of IS approaches Innovations, learning and institutions at centre Holistic and interdisciplinary A historic perspective is natural Differences between systems and non-optimality Emphasis on interdependece and non-linearity Product technologies & organisational innovations Conceptual framework rather than formal theories

6. Innovation Systems (IS) Look at innovation processes not as linear but complex processes … Product Idea Develop ment Product Test Marketing Forest enterprise Product-, Process Innovation Customer Consumer Labour Resources Knowledge Capital Extension, Consulting Markets Competition Research & Education Administration, Interest groups

7. Innovation Systems (IS) … are comprised of  actors  institutional background  and their interaction;

8. Innovation Systems (IS) Forest enterprise Product-, Process Innovation Customer Consumer Labour Resources Knowledge Capital Extension, Consulting Markets Competition Research & Education Administration, Interest groups

9. Innovation Systems (IS) … comprise private and public actors … and on different levels:

10. Innovation Systems (IS)

11. … and provide functions for the development of innovations:

12. Functions of IS

13. Information Function  Information flows:  Sources of ideas - from which actors? - through which channels?  Sources of know-how - technical know-how - business know-how - organisational know-how - financing know-how

14. Coordination Function (1)  1. Business cooperation:  Horizontal cooperation - small or large forest holdings - for marketing/production/etc.  Vertical cooperation - along the wood-chain - along other production chains!

15. Coordination Function (2)  2. Coordination of actors:  Coordination of public and private actors and conflict resolution - What is the quality of the contact? - Who initiated the contact? - Who helped in conflict resolution?

16. Incentive Function  Pecuniary and non-pecuniary incentives  Financial flows:  Sources of financing - internal: own business cooperation - external: private financial market (bank loan…) public funds  Role of public funds?

17. National Innovation System „...the elements and relationships which interact in the production, diffusion and use of new, and economically useful knowledge (...) and are either located within or routed inside the borders of a nation state“ (Lundvall 1992)  Elements: Institutional structure Incentive system Capabilities and creativity of economic actors Cultural characteristics of a nation

18. Regional Innovation System „geographical distinctive, interlinked [institutions and] organizations supporting innovation and those conducting it, mainly firms“ (Cooke et al. 1996)  Spatial and social proximity are important conditions for the realisation of innovation  Facilitate exchange of knowledge, create learning processes

19. Regional Innovation Systems  RIS are mainly characterized by actors located in a specific region rather than by a specific sector.  Cross-sectoral.  Majority of functions of the innovation system are fulfilled by regional actors.  Suitable for „territorial“services of forests.

20. Sectoral Innovation System „System of firms active in developing and making a sector‘s products and in generating and utilizing a sector‘s technologies“ (Breschi and Malerba 1997)  Particular combinations of opportunity and appropriability conditions  Particular degrees of cumulativeness of technological knowledge  Common knowledge base

21. Sectoral Innovation Systems  SIS comprise of actors of one specific sector and the majority of functions are fulfilled by these actors.  SIS in traditional, mature sectors support more process than product innovations and are strongly oriented at traditional business areas.

22. Example: Forestry SIS in Austria

23. Forestry SIS in Austria: Actor network on national level

24.  SIS consists of a „traditional coalition“.  Is not in contact with NIS actors.  Lacks of intersectoral relations. Forestry SIS in Austria: Actor network on national level

25. Actor network on provincial and district levels

26.  Cross-sectoral interaction happens ad-hoc on the ground …  without strategic planning on higher administational levels. Actor network on provincial and district levels

27. Case Study Analyses 1. 2. 3.Recreational Services: Forest Cottages - Almliesl  Enthusiasm alone doesn‘t make an innovation 4.

28. Forest Cottages „Almliesl“

29. Content of the innovation: Rents 12 forest cottages for tourists in co-operation with a tourist agency 1998: “Hüttenerlebnis Tirol” 2001: Re-organisation - “Almliesl“ Carrier: Österreichische Bundesforste AG Austrian Federal Forest Company Regional Forest Enterprise „Hopfgarten“

30. Forest Cottages „Almliesl“ Company characterisation: Österreichische Bundesforste AG (ÖBf AG) Austrian Federal Forest Company area: 850 000 ha yields: 2 Mio m3/year staff: 1350 employees sales: 150 Mio Euro/year Regional Forest Enterprise „Hopfgarten“ area: 35 000 ha yields: 80 000 m3/year staff: 46 employees sales: 7 Mio Euro/year 150 000 euro returns from tourism = 2%

31. Forest Cottages „Almliesl“ Chronology: 1998:Idea of a staff member “Hüttenerlebnis Tirol” Enthusiastic realisation by regional enterprise manager Renovation and improvement of 12 cottages Advertising activities (Adv. Agency/HMS) 1999/2000: crisis legal and financial problems 2001:Re-organisation Re-evaluation by head office New regional enterprise manager Cooperation with tourist agency/brand „Almliesl“

32. Forest Cottages „Almliesl“ Actors: Regional forest enterprise: Project carrier Company head office: Re-organisation Staff: Idea, partly in favour/partly critical Authorities: Mayor; land use authority Neighbours: Watch/may complain Advertising agency: Concept I “Hüttenerlebnis” Cottage rent service (HMS): “Hüttenerlebnis” Tourist agency (MTS): Brand “Almliesl”

33. Forest Cottages „Almliesl“ Innovation: Idea: Rent complete house for tourists in rural landscape. New to forest sector, not to rural area/agricultural sector; moderately developed market (e.g. “farm holidays”); well developed e.g. in Toskana/Italy No support by institutional system (not asked for) No co-operation between regional/head office at start No co-operation with tourist agency at start, later yes Communication failures with staff Decentral: idea and project management/ Central: re-organisation (calculation and concept)

34. Forest Cottages „Almliesl“ Potential: Demand: growing demand for holiday apartments; enduring trend for nature/wellness holidays Supply: cottages exist in forest companies !need for renovation/improvements  potential conflicts with hunting business  find consensus/locate at borders of hunting districts  limited acceptance by foresters/forest owners preference for families (supply meets demand)

35. Forest Cottages „Almliesl“ Conclusions: Foresee the 4 C‘s! Concept: PM, business plan, financial calculation, legal assessment Communication: internal: * head office * staff external: * authorities * neighbours Consultation: use of in-house resources or professional consultants or extension services of the institutional system Cooperation: with professional partners (know-how and network)

36. Forest Cottages „Almliesl“ Conclusions: Foresee the 4 C‘s!

37. A Case

38. A Case: The TANNO house  Problem

39. A Case: The TANNO house  Problem  First financing attempt: Rural Development Funds  Second financing attempt: Regional Development F. (Leader+ Region „Kraftspendedörfer Joglland“)  Idea

40. A Case: The TANNO house  Actors:  ARGE Tanno: regional forest associations, saw-mill, furniture manufactorer, wellness facilities (sauna), pre-fab company, architect (Gemini).  Chamber of agriculture (regional office).  proHolz (timber marketing) – finding an architect  Rural and regional development funds coordination offices (ILE; EU regional mngtmt)  Designer (on contractual basis for furniture design)

41. A Case: The TANNO house  Results:  A number of products (pre-fab, furniture, sauna)  Modern design (house, furniture)  Modern technology (low energy house)  Sales have started  Several awards  Follow-up project: TANNO + Gemini technology (plus energy house)

42. A Case: The TANNO house  Conclusions:  Considerable time investments are necessary and frustrations in the starting phase have to be calculated!  Cross-sectoral cooperation takes a lot of time but pays the effort!  Look out for „non-sectoral“ subsidies!

43. Conclusions  Results from INNOFORCE studies prove the importance of institutional level interactions and public and private institutional actors: Even in the case of very simple innovations that are mainly developed by one single company there are already many actors to be considered (e.g. authorities), or business cooperations that are recommended! Even more important in complex cases!

44. Recommendations – Institutional Level  Develop a comprehensive innovation policy for the forestry sector  Provide Information on New Markets and Improve Information Flows  Facilitate Cross-sectoral Co-ordination  Provide Incentives that Systematically Foster Innovation

45. Thank you www.efi-innoforce.org