Raimund Bleischwitz Wuppertal Institute, Germany College of Europe Bruges, Belgium
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Transcript of Raimund Bleischwitz Wuppertal Institute, Germany College of Europe Bruges, Belgium
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Raimund BleischwitzZürich, Apr 07
Raimund Bleischwitz
Wuppertal Institute, Germany
College of Europe Bruges, Belgium
Contribution to the Workshop "Innovation and Path Dependency. Institutions for the management of diversity in
innovation systems", Zürich April 16-17, 2007
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VARIATION IN INNOVATION SYSTEMS
THROUGH COMMUNITIES
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Raimund BleischwitzZürich, Apr 07
Use of natureUse of nature
Qualityof lifeQualityof life
EconomicgrowthEconomicgrowth
Sustainable Production
and Consumption
SustainableProduction
The “decoupling challenge”: How to enhance quality of life with less use of nature?
Sustainable Society
IPCC Fourth Assessment Report, EU Climate Change Policy
EU Thematic Strategy on Natural Resources
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EU Strategy aims at accelerating resource productivity trends up to 3 % p.a. (WI: 4-5 % / p.a.)
2000199519901985 20152005 20101.0
1980
1.5
2.0
2.5
3.0
3.5
4.0
2020 2025 2030867 €/tonne
1300 €/tonne
1734 €/tonne
2167 €/tonne
2601 €/tonne
3034 €/tonne
3468 €/tonne
Source: EU Thematic Strategy 2005
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Raimund BleischwitzZürich, Apr 07
System innovation
....needed to cope with the challenges ahead - but what is it about?
A product-related system (i.e. a value chain including development of new services),
A material flows related system (e.g. use of copper), A functional system (e.g. energy supply), A system providing basic services such as housing, nutrition
etc., An economic, social or a political system (institutional
innovation such as the introduction of parliamentary democracy)
=> Significant eco-efficiency improvement, e.g. by a factor 2Zur Anzeige wird der QuickTime™
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Raimund BleischwitzZürich, Apr 07
System innovation, other types of innovation and sustainability
Sustainability certainly reqires system innovation, but other types of innovation can also lead to major improvements and, thus, are necessary too.
=> Variety of different IS
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Raimund BleischwitzZürich, Apr 07
Scope: Communities
Research interest: the ability of communities to pursue system innovation via R&D activities, demonstration projects, networks etc. as well as variations that inevitably arise when those community efforts are compared
Community: variety of economic and/or technological activities within a limited regional scope conducted under a common legal frame
Use of EU NUTS classification R2H: cities, islands, remote areas, regions (www.roads2hy.com )
Hypothesis: Community involvement in other levels (both at the meso and at the macro level) is pivotal for the success of system innovation; intra-community institutions and participatory processes won't do it alone. Furhermore, variation in system innovation is enhanced if communities are actively involved because of the inherently pluralistic approaches that communities develop.
Roads2
HyCOM
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2Analysing
Industries and Innovation Systems
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Importance of Communities
The early steps of disseminating system innovation for SD often are done via demonstration projects that usually start at a community level => involve end users, test both feasibility and acceptance.
Some successful communities (as for H2: potentially NRW, London, Iceland) might develop as a first larger lead market for other communities to follow.
Clusters and networks often start off at the community level. There is good evidence from growth theories that communities (incl. regions) act as engines of economic development
Industry, SMEs and universities, however strong their relationships outside communities might be, usually are embedded in community ties – focussing on communities offers advantages especially for horizontal innovation.
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Importance for H2
Hydrogen distribution can be done economically if communities become larger and interconnected. Identifying suitable regions throughout Europe will lower the set-up costs for an H2 infrastructure (as for other energy carriers).
Hydrogen Lighthouses will need to have a community relation – at least for a considerable number of lighthouses.
Hydrogen/environmental technology communities seem to be mostly embedded in regions that are in general regarded as innovative
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Variety
Variety results from the variety of communities throughout Europe because of different types of demonstration projects and different conditions within communities (both actors and
institutions. Communities (i.e. a variety of communities) thus can be
seen as a laboratory necessary to test the feasibility of sustainability technologies towards system change.
=> Knowledge-creation through variety and competition
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Selection
However a selection needs to be made for economies of scale and cost reduction, and communities will have to adapt. How can these selection processes work given that competition still is in a very premature stage
when system innovation starts and other criteria (positive externalities, sustainability
potential) are be needed too. Assessment criteria => EE publication (Bleischwitz 2007) Hypothesis: community involvement in other levels (both
at the meso and at the macro level) is pivotal for the success of system innovation; intra-community institutions and participatory processes won't do it alone.
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Sustainability Impact Assessment -> Policy integration and innovation assessment
Criteria Questions for Review(C 1) Processof problemidentification,Pressure to act
How and by whom is a relevant problem addressed?To what extent and by whom is there a consensus about causes, effects,and the need to act?How urgent is the need for action seen from the actor’s perspective?Does the network address main actors? Is the process stakeholder-driven?Is the process used for priority area identification in line with otherstakeholders’ agenda? Is it in line with global or regional trends?
Relevance
(C 2)Decentralsolutions,PossibilitiesforCompensation
Is there an obvious link with other policy issues, to whom the networkmight add negotiated solutions?Does the network include relevant groups of society?Does it lead to an exchange of (financial or other) resources, which isconsidered fair and does not lead to additional externalities?
(C3) Targetsand strategies
Are there clear and verifiable targets?How consistent are sets of targets in the relevant area beyond the casestudy?Is the structure suitable for policy deliberations?Does the structure allow for stakeholder participation and interactionon targets and strategies?How consistent is time horizon of targets with appropriate action?Is there a defined norm or a baseline year?
Effective-ness
(C 4)Implementation
Is there a specific action plan with concrete measures?How can the targets and/or the action plan be related to individualaction?Are there performance indicator systems?Are these mechanisms supported by written and continuously reviewedroutines? Do these mechanisms entail a monitoring of costs (see C5)?
Efficiency (C 5) Costreduction
Which internal and external damage costs does the network try toaddress?I there a visible strive for minimizing overall costs?In what ways are transaction costs included? In what ways is there areduction of external costs? In what ways might new externalitiesemerge?
(C 6) PositiveSide Effects
In what ways does the network spur incremental or radical innovation?In what ways are processes of diffusion enhanced?Are there tendencies for inertia or is there a systematic effort towardsopenness for new ideas?What kind of benefits emerge (tangible and non-tangible assets)?To what extent can the network exploit economies of scale and/or networkexternalities?
Side Effects
(C 7) NegativeSide Effects
Are there systemic leakages, which may lead to problem shifting?
(C 8) Freedomand flexibility
Can relevant actors freely choose among a set of instruments?Is there sufficient flexibility to make investment decisions consistent withnetwork aims?Can actors develop new tools that have an influence on the network?
(C 9)Evaluation andreview
Is there a formal mechanism for evaluation and/or review? Does it includereviewers outside the network?Are there clear performance criteria that help to readjust the network?
(C 10)ParticipationundTransparency
What mechanisms for participation and transparency exist?Are all relevant groups (affected parties) members of the network?Do public interest actors hold specific competences?Is the process open for new participants?
Adaptationflexibility
(C 11) Control Which formal and informal control mechanisms exist?Is there a sufficient division of competences between controlling andcontrolled actors?What processes ensure independence and power of control over time?What sanctions are foreseen in case of non-compliance?
Source: WI 2004.
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Raimund BleischwitzZürich, Apr 07
Case study on networks e.g. “ProKlima”: Cooperative Climate Protection Funding on a local Level
Combines management interests (utility), consumer needs, & public local interests in the region of Hanover
Promotes energy efficiency & climate protection
Designed to a deregulated energy market through promotion of regional responsibility & innovation leadership
Implements the 1996 declaration of German corporate sector on global warming prevention on a regional level.
=> High involvement of energy utility, funding mechanism at low transaction costs
0
1
2
3
4problem identification
decentral solutions
targets/strategies
implementation
cost reduction
positive side effectsnegative side effects
freedom/flexibility
evaluation/review
participation/transparancy
control
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Raimund BleischwitzZürich, Apr 07
Evolutionary Competitive Market Processes
V. Hayek, W. Kerber: competition is viewed as a dynamic process of rivalry in which the interplay of creative (innovative) and adaptive (imitative) forces produces and reinforces permanent dynamics
Creation of knowledge as fundamental challenge, incomplete information, bounded rationality -> competition as source of learning and knowledge creation
Routine helps, but individuals and organisations alike need to adapt, i.e. to innovate (adaptation and diffusion are innovative too)
Evolutionary competition as a test of hypotheses, open-ended process of experimentation
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Raimund BleischwitzZürich, Apr 07
‘Systemic Competitiveness’
Microlevel and Macrolevel analysis ought to be added by Meta- and Mesolevel: ‘culture’, ‘why’ and ‘what for’ of competition and
development, institutions between state and market, pressure for
performance. Papers e.g. by K. Eßer / J. Meyer-Stahmer (1996), R.
Nelson (1992), M. Porter (1990, 2004) Recent efforts by e.g. World Economic Forum (2005) EU policies in line (regional policy, subsidiarity, Kok-
report on Lisbon Process)
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Raimund BleischwitzZürich, Apr 07
Implications for the concept of transition management
Firms as agents: open boundaries, need to integrate knowledge and incentives from outside (see knowledge-based theory of the firm) <=> stakeholder dialogues a rational strategy! But decision-making on levels different to communities!
Diversity important: competition ought to select superior technologies, products. See e.g. wind energy!
Dynamic efficiency, adaptive efficiency more important than static allocation efficiency => legitimacy for long-term targets and RTD.
=> Refers not only to firms, but also to importance of communities, both as knowledge catalytic converter and as source of diversity.
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Technology development, SD and Systems change
Scenario „radical change“
Scenario „intelligent STD policy“
time2010 2020 2030
costs
Standards
STD needs clear and long-term targets, new
instruments (information-
based&network type) for early majorities,
economic incentives and regulation for long-term
diffusion
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Raimund BleischwitzZürich, Apr 07
Communities matter most in stage I and II
Source: Stake 2006
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New governance approaches, multilevel governance and economic incentives
New Types of instruments in addition to MBIs: information-based & knowledge creating, flexible, analytically closer to innovation & industrial economics
Information (e.g. Triple bottom line reporting, accounting requirements, indicator & measurement harmonisation)
Networks (e.g. technology platforms, ‘EnergyPlus’, ‘EcoProfit’) Agencies: qualification programmes, SME checks, dissemination of best
practices, support implementation of eco-efficiency potentials Market introduction programmes: demonstration and implementation, unlock
systems, align responsibilities among various actors (‘eco town program’ Japan)
Minimimum tax requirements for energy use and resource use at EU level Challenges: some regions are ahead, while others may be stucked => a role
for EU regional policy, market integration and cohesion.
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The future energy system? Combining large and small FCs (CHP) plus central H2-production and local H2-networks?
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Results from a Survey on H2 Communities
Share of potential hydrogen community projects per country- overall database
EU-10 (CY & HU & PL)3%
DE29%
IT8%
FR7%
UK10%
ES7%
Scandinavian countries (DK, IS,
FI, NO, SE)24%
Other EU-1512%
Roads2HyCOM
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Driving forces for H2 communities
Policy-driven: projects driven by the local authority/government: The main driver is job creation, followed by climate change and local air quality concerns. Increased use of renewable energy sources and introduction of new energy technologies within the community also appear to be important factors. These projects are thought to have strong potential to evolve into a larger scale hydrogen community.
Technology-driven: projects mainly driven by industry: The main drivers are development of hydrogen and/or fuel cell technologies and investigation of their feasibility (both through R&D and demonstration projects).
Roads2HyCOM
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Barriers to H2 communities
Main barriers
0% 10% 20% 30% 40% 50% 60% 70%
Public Funding
Private Funding
Technology Procurement
Lack of local expertise
Lack of community acceptance
% of responses (multiple choices are allow ed)
Roads2HyCOM
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Success factors
Existence of a highly prioritized environmental agenda at regional level Active support to the regional industry Active involvement from the regional authorities in promoting public
acceptance of hydrogen and fuel cell technologies Existence of some kind of financial support for hydrogen and fuel cell
projects at regional level Active involvement in project initiation and assistance to overcome non-
technical barriers Local authorities’ support is important to legitimize and increase
confidence in demonstration projects within the community Presence of technology/component suppliers within the region Proximity of high quality universities and research institutes
Roads2HyCOM
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Distribution of H2 - communities need to cooperate
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Conclusions
Communities are important elements of innovation systems Test feasibility and acceptance Attract pioneers and early majority Demonstrate a larger context for further development
Communities can also contribute to formulate targets, timetables and other forms of policy-making, thus acting as „facilitator of reflexive policies“.
On the other hand, communities Can hardly replace policies for internalization of negative externalities Can hardly overcome funding and business development deficits Need a „kick in“ from others when large majorities and laggards have to be
addressed. To be complemented by national policies, EU and sectoral approaches.