From Industrial Clusters to Global Knowledge Hubs

Professor Torger ReveBI Norwegian School of Management

13th TCI Annual Global Conference Delhi. India, Nov. 29 – Dec 3, 2010

Torger Reve

A Global Race for Attractiveness

Nations and city regions compete to

be the most attractive locations for

knowledge intensive industries

Torger Reve

Knowledge based

Customer driven

Global

Climate robust

Future corporations need to be:

A knowledge based Norway

A Norwegian agenda setting research project studying 13 cluster industries and developing new knowledge based

cluster policies

Torger Reve Amir Sasson

Erik W. Jakobsen

 

Torger Reve

A Shift in Paradigm is Required

•Business as Manufacturing

•Business as Industrial Clusters

•Business as Global Knowledge Hubs

Torger Reve

Business as Manufacturing

Raw materials Products

Feedback

Torger Reve

UPGRADING INTERNATIONALIZATION

Shipping brokers

Effectiveports andterminals

Advancedship equip-

mentMaritime

R&D

Specializedship yards

Maritimeeducation

Shipdesign

MaritimeIT

Shipmanagement

Marineinsurance

Shippingfinance

Advancedfisheries

Environmentalstandards

Maritimepolicies

Offshoreoil and gas

industry

Logisticssystems

Maritime lawyers

Shipclassification

services

SHIPPINGSHIPPING

Business as Industrial Clusters

Torger Reve

From maritime cluster to global maritime knowledge hub

Torger Reve

Business as Global Knowledge Hubs

Talent

Econo

mics

Environment

Technology

Shipping

Maritime services

Shipindustry

Offshore industry

Competent investors

Venture capital

Research,education & innovation

INVESTORS

VENTURE CAPITAL

TECHNOLOGY

TECHNOLOGYTALENT

TALENT

INCENTIVES

INCENTIVESDIVERSITY

DIVERSITY

Network

s

Policie

s

PORTPORT

MARITIMEMARITIMESERVICESSERVICES

OFFSHOREOFFSHORE& MARINE& MARINE

ENGINEERINGENGINEERING

SHIPPINGSHIPPINGRESEARCH

INNOVATIONEDUCATION

GLOBAL

ECONOMY

GL

OB

AL

E

NV

IRO

NM

EN

T

GLOBAL

POPULATION

GLO

BA

L

POLITIC

S

A Global Maritime Knowledge Hub shall propel theSingapore Maritime Cluster

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Examples of global knowledge hubs

•Boston (Life sciences)

•Houston (Oil & gas)

•Silicon Valley (IT)

Torger Reve

Life Science Global Knowledge Hub in Boston

Color Legend

Reds: University (21%)All other colors: Biotech (38%)Light Grey: PRO (26% )Black: Cross-sector (16%)

Torger Reve

REG

IFCSSS

HCO

PHAR

DBF

VC

PRO

LegendPRO Public Research organizationsVC Venture CapitalDBF Dedicated Biotech FirmsPHAR Pharmaceutical industryHCO Health care organizationsSSS Specialized supporting servicesIFC Institutions for collaborationREG Regulatory regime

Structure of global knowledge hub in biotech industry

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Oslo Cancer Cluster

• “

”Solving the cancer puzzle”

Torger Reve

Global knowledge hubs have two main dimensions

1. Industrial knowledge base

(Hexagon model)

2. Industrial knowledge dynamics

(Network model)

Torger Reve

Cluster Attractiveness

Educational Attractiveness

R&D Attracti

venessTalent Attractiveness

Environmental

Attractiveness

Ownership Attractiveness

The global knowledge hub index: Building the knowledge base

Torger Reve

Cluster Attractiveness

Educational Attractiveness

R&D AttractivenessTalent Attractiveness

Envirnomental

Attractiveness

Ownership Attractiveness

The global knowledge hub index

Torger Reve

Cluster Attractiveness

Educational Attractiveness

R&D Attr

activenessTalent Attractiveness

Environmental

Attractiveness

Ownership Attractiveness

The global knowledge hub index: Creating knowledge dynamics

Knowledgedynamics

Torger Reve

Industrial knowledge dynamics

1. Demanding customer relations

2. Advanced supplier relations

3. Innovative R&D relations

4. Knowledge services relations

5. Dynamic business networks

6. Cross-cluster relations

Torger Reve

Life Science Global Knowledge Hub in Boston

Color Legend

Reds: University (21%)All other colors: Biotech (38%)Light Grey: PRO (26% )Black: Cross-sector (16%)

Torger Reve

Global knowledge hub policies

1. Creating global educational hub

2. Creating global R&D hub

3. Creating global innovation hub

4. Creating global commercialization hub

5. Creating global knowledge services hub

6. Creating global competent capital hub

7. Creating global knowledge networks