How does the innovation system in the Spanish Tile Sector function?

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Instituto de Gestión de la Innovación y del Conocimiento

How Does the Innovation System in the Spanish Tile Sector Function?

Daniel Gabaldón-Estevan1, 2, Marko P. Hekkert3

1 Institute of Innovation and Knowledge Management, INGENIO (CSIC-UPV) - Valencia (ES) - [email protected] Department of Sociology and Social Anthropology, Faculty of Social Sciences, University of Valencia- Valencia (ES) - [email protected] Innovation Studies, Copernicus Institute, Utrecht University (NL)

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Index

• Introduction

• Theoretical framework

• Methodology

• Results

• Conclusions

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IntroductionIntroduction ResultsResultsMethodologyMethodology ConclusionsConclusionsTheoretical frameworkTheoretical framework

We need tools to asses performance

Is being done all what is needed?

How dependent is the TIS from external agents?

Is it looked in?

But also for a prospective purpose

What are the challenges?

How aware and ready are the internal agents?

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Innovation is a collective and an interactive process

[…] “all important economic, social, political, organizational, institutional and other factors that influence the development, diffusion and use of innovations” (Edquist, 2004, pp. 182)

Sectoral systemof innovation

Technological systems

(Breschi and Malerba, 1997; Malerba, 2002)

(Carlsson and Stankiewitz, 1995; Huges, 1984; Callon, 1992)

Knowledge Heterogeneity Institutions Learning Interrelations

National systemof innovation

Regional systemof innovation

(Freeman, 1987; Lundvall, 1988, 1992; Nelson, 1993)

(Cooke, 1993 and 2001; Saxenian, 1985; Jaffe et al., 1993)

Evolutionist perspective

(Nelson and Winter, 1977 y 1982)

Functional approach

(Bergek et al., 2008; Jacobsson and Johnson, 2000;

Edquist, 1997)


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Type of knowledge and variety in knowledge base;

Interaction / knowledge exchange;

Counteract resistance to change;

New directions of innovations;

Technological options;

Effects of new legislation;

New entrepreneurial activity;

Market evolution influence on innovation;

Capital, labour and other resources;

Functional approach

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Technological and advanced

services providers’

environment

Legal & institutional framework

Methodology for the value chain analysis

Distribution & consumption

Frits, glaze & ceramic colour

Tile production

Machinery & equipment

Raw material extraction

Design

Scientific environment

Productive environment

Adapted from Fernández, I., et al. (1996)

Methodology for the structural analysis

Semi-structured interviews (24 ES e IT) tile

Semi-structured interviews (14) frits, glaze and ceramic colour

Secondary analysis (INE, SABI)


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Knowledge development and diffusion

Influence on the direction of search

Market evolution and competition

Legitimation / counteracting resistance to change

Resource mobilisation

Semi-structured interviews (15) including managers of ceramic, electro-mechanical, glaze companies or atomization plants; representatives of employers’ or workers’ associations; directors of research institutions responsible for R&D for the industry; academics and consultants

Entrepreneurial experimentation

Adapted from Johnson A. (2001)

Methodology for the functional analysis

Functions analysis is based on idea that a well functioning innovation system requires that a number of key activities takes place.

If this occurs, output of innovations is higher.


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Locating the industry

Onda

L’Alcora

Vila-real

Castellón Almazora

Sant Joan de Moró


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Format design

Texture design

Silk-screen printing design

Catalogue design

Clay, silica, etc. extraction

Store and logistics

Clay grind

Firing (2nd firing if double firing)*

Press

Draying & 1st firing if double firing*

Glazing and silk-screen printing

Selection and packing

Construction firms

Final user (consumer & institutions)

Tilelayrs and reform Architectures and decorators

Department Stores Retailers

Frits, glazes and ceramic colours production

Hornos

Grinding and spray-draying

Presses

Dryers

Glazing

Porcelain tiles

Kilns

Frits and glazes preparation

Auxiliary machines

Environment

The tile value chain


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The tile innovation system

Legal & Institutional environment

IPC

Tec

hnol

ogic

al &

adv

ance

d se

rvic

es e

nviro

nmen

t

University departments, CSIC & ITC - ALICER

Scientific environment

Productive environment

Diverse semi elaborates producers:

ITC - ALICER

Public administrations: EU, state, regional and local governments and legislationsProducers associations: ASCER, ANFFECC, ASEBEC, AFPEOther associations: ATC, ANDIMAC, SECV, professional collegesFairs and promoting instruments: CEVISAMA & QUALICERChamber of Commerce, Industry and Sailing of Castellón

Frits, glaze and ceramic colours producers

Machinery and equipments fabrication and repairs

Design, CAD/CAM & printing systems companies

Other services for companies: consulting, informatics,…

Ceramic tiles producers

Atomizers producers

Precooked tiles producers

Special pieces

Distribution

Adaptación de Fernández, I., et al. (1996)


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Knowledge development and diffusion

Analysing the dynamics and functionality of the TIS

Influence on the direction of search

Entrepreneurial experimentation

Market evolution and competition

reductions in materials use, energy and water consumption

a Schumpeter Mark II scenario competing on price is no longer a good strategy

Legitimation / counteracting resistance to change

increase in public awareness regarding environmental and health issues

Resource mobilisation

Infrastructures and financial capital fine, some needs in human capital and

challenge in raw materials

Strength in physics, chemistry and engineering; Weak in distribution and commercialisation,

technician crucial in the diffusion


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Conclusions


Main developments are brought to tile from other industries, and this is done by providers and technicians inside the district

Competition is forcing a move from physics, chemistry and engineering to marketing (from product to brand)

Increasing competition is forcing tile enterprises to externalize R&D

Globalization force two strategies: brand or price (none seems to leave space for R&D)

Difficulties for the final user to value the properties of the product (push strategy) brand

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Conclusions

Environmental laws demands new technologies to be adopted, but in the short run is only of an additive nature

Demanded developments are those that will significantly reduce the consumption of energy, materials and water

Tile 60% home vs. 40% exports (frits reverse) €/$ difficult exports focus on EU

Home market is reducing new construction -> reposition, facades, sidewalks

New entrepreneurial activity: logistics

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Conclusions

Tiles companies: new products like white tiles, facades or sidewalks; own shops and showrooms; mining activities.

Frits, glazes and colours: new plants in emerging countries, new inks for white clay and for inject technology.

Capital goods: decoration technologies for white clay, inject technology, bigger presses, laminam.

Atomizers: new plants for white clay treatment, cogeneration.

Special pieces in crisis.

Instituto de Gestión de la Innovación y del Conocimiento

Thank you for your attention

Daniel Gabaldón-Estevan

INGENIO (CSIC-UPV)

Camino de Vera s/n - 46022 Valencia - SPAIN

[email protected]

www.ingenio.upv.es

Technology

How does the innovation system in the Spanish Tile Sector function?