Tourism innovation policy in Spain: the evaluation of a cluster experience

International Workshop of the Regional Studies AssociationRovira i Virgili University, Tarragona 10-13th February 2014

Evolution and transformation in tourism destinations: Revitalisation through innovation?

Research done under the framework of the project (2012-2014):

“Methodology, criteria and implementation of the clustertheory in consolidated tourism areas: innovation,competitiveness and territorial synergies”.

Spanish National R&D&I Plan 2008-2011. Ministry of Scienceand Innovation. Main researcher: Fernando Vera Rebollo,University of Alicante

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GENERAL FRAMEWORK AND STUDY OBJECTIVES 1

THE AEI PROGRAMME

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RESEARCH METODOLOGY

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RESULTS PRESENTATION4

CONCLUSIONS5

GENERAL FRAMEWORK 1

A research gap: the study of tourism innovation from a policyperspective. Still fragmented and largely ignored (Hjalager,2012).

Limited literature on tourism innovation policies (Hall, 2009;Hajalager, 2010, Hall&Williams, 2008). Empirically weak orvague evidence on outcomes or effectiveness.

Symptomatic of a more general lack of research on tourismpolicies (Velasco, 2011).

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STUDY OBJECTIVES1

Evaluate the implementation of an innovation policy Programmeapplied to tourism: the Innovative Business Groups(Agrupaciones Empresariales Innovadoras, AEIs for its initials inSpain).

Evaluate the policy outcomes from a qualitative perspective: bothfunding beneficiaries and policy responsible.

Determine the nature of the activities and type of innovationresulting

Identify barriers and facilitators to policy objectives and outcomes

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Spanish R+D+I

Plan 2008-2011

Tourism Plan

Horizon 2020

Innovation policy Tourism policy

AEI PROGRAMMECompetitiveness and innovation in the business sector

through a cluster approach

THE AEI PROGRAMME 2

Specific programme of action under the Tourism innovation Programme.30 different sectors participating by 201313% belong to the tourism sector Promote cooperation

in R+DPromote innovation

in tourism

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THE AEI PROGRAMME 2

The AEIs are defined as ‘a combination of businesses and publicor private training and research centers in a geographicarea or specific industrial sector involved in processes ofcollaborative exchange to obtain benefits from the execution ofinnovative joint projects’ (AEI Base Regulatory Order2691/2006, subsequently updated).

Academia: knowledge producing agents

Group of firm,economic actors

Government, institutions

TRIPLE HELIX MODEL (Etzkowitz)

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The Programme provides financial support for four main types of actions:

a) Preparation of strategic plans. b) Coordination and management structures for existing AEIsc) Development of specific projects to strengthen businesses’ potential for innovationd) Promotion of joint actions between Spanish AEIs and as well as clusters in other EU countries.

THE AEI PROGRAMME 2

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THE CLUSTER ECOSYSTEM

AEIs with a clear thematic specialisation

AEIs specialized in new technologies

AEIs linked to a territorial area

Source: Ivars, Rodríguez y Vera (unpublished material)

1.898.566,75

1.797.545,85

497.790,82

399.572377.663

833.369,00

0

200.000

400.000

600.000

800.000

1.000.000

1.200.000

1.400.000

1.600.000

1.800.000

2.000.000

2008 2009 2010 2011 2012 2013

Fig. 1 Life cycle of the AEI Programme , 2008-2013

Objectives formulation

First projects development

Availability of fundingGreat expectations with the Programme.Initial illusion: active participation of actors in the strategic plans

Economic crisis

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Phases

2

Take off

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Radical reduction of public fundingDecrease of the firms’ activity. Innovation, not a priorityBarriers linked to external and internal funding Disappointment and, in some cases, sense of unfulfilled expectations

Decisions about future

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Compulsory renewal of the cluster condition after 4 years’ trajectory for most AEIsUncertainty

OPTIONS

Continuity. Re-evaluation of objectives and renew commitment for another 4 years (at a more realistic scale). Towards a maturity phase?

Disappearance and formal end of the cluster condition. Incapacity to overcome barriers (loss of interest and commitment questioning, cluster managers might have disappear., etc.)

Fund

ing al

locati

on

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RESEARCH METHODOLOGY3

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A) Internal documents relating to Programme management facilitated by Segittur.

B) Management responsible for the tourism AEIs. Semi structured phone interviews to 28 AEI managers from the 33 officially listed. November and December 2012.

C) Face to face interviews with the two main individuals in Segitturresponsible for supervising the overall AEI Programme for tourism.

RESULTS 4

0 5 10 15

Internationalisation

Communication

Product/services design

Commercialisation

Search for funding

AEI dissemination

Promotion

Information

Advise and consulting

Sinergies management/members …

Research

Training

Cooperation encouragementFig. Main activities undertaken by the tourist AEIs

Author’s interviews/survey 12

RESULTS 4

» Networking activities » Projects involving basic research (exploratory studies): 11» Three types of R+D projects involving a prototype development: 30

» never implemented» implemented at pilot stage » in a commercialization stage

» Most common types of innovation in projects: organizational and product/service innovation

» Predominance of projects with a technological component» Incremental rather than radical innovations

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RESULTS 4

» Difficult to quantify the outcomes of the Programme.» Abandonment of 11 AEIs.» Lack of tangible innovations: only 4 projects only being

commercialized.» Intangible benefits:

» Changes in cognitive and behavioral attitude towardsinnovation and cooperation (work processes).

» Innovation awareness and initial impulse to R+D projects.» Access to new and complementary knowledge.

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Fig. Evaluation of the AEI Programme

Fig. Positive impacts of the AEI Programme

0 2 4 6 8 10 12

Relation with other AEIs

Being an AEI means added value, recognisition

Access to funding

Reflection about innovation

Initial impulse to solid structure

Promotion of sinergies and cooperation among actors

0 5 10

Negative

Neither positive or negative

Positive

Very positive

Author’s interviews/survey

RESULTS 4

Where the cluster idea has been more effective and the innovation outcomes more successful?

>> Resources availability>> Type of innovator>> Previous collaboration trajectory>> Regional policies in innovation>> Bottom-up impulse

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EXTERNAL AND INTERNAL BARRIERS TO INNOVATION

INTERNAL BARRIERS

FINANCIAL (LACK OFINTERNAL FUNDS)

STRATEGY RELATED

STRUCTURAL RELATED

EXTERNAL BARRIERS

ECONOMIC CRISIS

TOURISM SECTOR STRUCTURAL AND CULTURAL BARRIERS

TOURISM AND INNOVATIONPOLICY/STRATEGY

AEI PROGRAMME INADEQUACIES

RESULTS 4

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CONCLUSIONS

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» Empirical evidence of the gap between policy theory and action (outcomes).

» Policy outcomes initially disappointing but a more nuanced evaluation recognizes positive benefits overall.

» Artificial clusters linked to a funding opportunity?» This policy has stimulated the propensity to innovate.

After, different policies need to focus on the intensity. » Economic crisis a severe testing ground but there is a

vicious circle of mutually reinforcing barriers to innovation

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Thank you very much for your attention!Further queries:

isabel.rodriguez@ua.es