Innovation and clustering in Montreal: between a product-oriented and a competence-oriented approach Diane-Gabrielle Tremblay and Juan-Luis Klein Tarek Ben Hassen, Denis Bussières, Jean Rondeau CRISES/UQAM Innovation Systems Research Network (ISRN) 11th Annual Conference April 29-30 & May 1, 2009 Halifax, Nova Scotia
Outline 1. Problematique, theoretical points and question 2. The question of Clusters in Montreal 3. Three sectors: Aerospace, medical devices, clothing 4. Synthesis 5. Convergences
1) Problematique, theoretical points and question • The problem we want to address deals with productive actors systems orientations ( LPS to make it simple) and their potential concerning local resources available • Choosing one orientation ore another is not a minor decision: it should contribute to the valorization of all the resources • Concerning LPS, there are two kinds of actors 1. Productive actors (entrepreneurs or representatives): interactions are productive, vertical and sectoral. 2. Social actors (intermediate, territorial) : interrelations are rather informational and horizontal • The challenge of a metropolitan strategy is to link both, facilitating productive relationships and the diffusion of transversal information
Product orientation vs Competence orientation Authors essentially invoke two schools of thought to explain productive systems a) Product Oriented Systems: • Links between partners are essentially sectoral • Relevant actors are part of a value chain • Innovations are essentially technological and pulled by the market b) Competence oriented systems: • Links between partners are transversal • Relevant actors are mainly institutions • Innovations are essentially social (or organizational) and pushed by public, private and social actors
Question On the basis of the Montreal case, our question is : are the directions followed by Montreal LPS strategies leading to the best valorization possible of local resources, given the number of actual or potential social stakeholders in the metropolis?
2) The CMM policy: 15 clusters in 4 categories Sector focused strategy Textiles clothing Films Life ICT sciences Competitive Visibility Aerospace clusters clusters Emerging Manufacturing technology clusters clusters Enviro-tech Nanotech Advanced materials
3) Three • They have a major impact on the Case Montréal economy a) Aerospace Industry, b) Medical • Studies devices, c) Clothing Textiles Important Montreal economy • clothing specialisations performing very Life differently sciences Aerospace
The template for case studies • System of Actors • Governance Issues • Leadership • Identity • Innovation Process Interactions • Funding
The Aerospace cluster “For aerospace they ( govern- System of Actors ments) have a big role especially for the great projects. For • Domination of the example, if Bombardier launches prime contractors a new project of plane, they have (Bombardier, Bell, a role to take part in the financing CAE, Pratt) of that. Then, they have a role to support the companies, by the • Important support programs in R& D” (Int. Org) from governments • structured network of intermediate stakeholders: Aéro Montréal, AQA,
The Aerospace cluster Governance • Arrangement between the most important firms (prime contractors) and the 4 more important intermediaries (CRIAQ, AQA, CAMAQ, Aéro Montreal);
The Aerospace cluster “The prime contractors are Leadership independent. They have their own agenda, they are • Domination of “big boys”. In terms of the prime leadership it is always contractors important that the prime contractors be present” (Bombardier, (sectoral association) Bell, CAE, Pratt)
The Aerospace cluster “we have a nice atmosphere, Identity: a common culture” “it’s a • Sense of small network” belonging to the “ Montréal is the 3rd aerospace centre in the world territory and to after Toulouse and the sector Seattle”,( sectoral association) • Sector based pride
The Aerospace cluster Market-pull innovation: Innovation process: « in the aerospace, innovation always starts • Collaborations with the customers » driven by the (Prime Contractor) prime contractors • Long and expensive process: C-Series
MEDICAL DEVICES « ... A lack of knowledge at System of Actors any step could mean a • Health Departments and product fails to reach the entrepreneurs market … » A networking organisation advisor • Dominant actors are related to market and product • Research partnership
MEDICAL DEVICES « .. Since two years, this Governance sector has evolved, a • Emerging synergy is now possible • Atomized with different actors … » (A networking organisation • Hierarchical and advisor) decentralized • Production –based networking • Local scale
MEDICAL DEVICES « I cannot sell a product Leadership without an authorization, it • Public research is a universal condition» (An Industrial technology • Health Advisor) Departments homologation • Few large customers (Insurance and government)
MEDICAL DEVICES « … my neighbours have Identity had hip replacements. They have traded their • Medical cause wheelchair for golf clubs since .» (An officer of a • Improving manufacturing association) quality of life
MEDICAL DEVICES « not only will I sell the Innovation process product but I will have to • Shared use of change the way users do transversal things, I will have to train competencies them on a new procedure» (An Industrial technology • Link with end-users Advisor) • Compliance to standards • Input from main users (M.D.)
Clothing-Fashion System of Actors • A large number of small entrepreneurs (contractors and «We really need to support each subcontractors) other (…) it takes at least support between us, the new actors of the • Organizational weakness industry. With cooperation, I think • Governance we can really rebuild the industry • Lack of a sector level agency (a young designer ) • Switch toward fashion creation Leadership • A transformation process • Ethical orientations • A vacuum of power filled by public agencies Identity • Many identities
Clothing-Fashion Innovation process « …favour the • Marketing of distinctive establishment of firms in products ( Myco Ana ) fashion design by facilitating synergy • Link between designers and between entrepreneurs, by shops (Simons and Dubuc) offering common • CEDC: LABCreatif, resources and sharing of expertise .» (source: cooperation with school, www.labcreatif.ca) sewing group) • Adjustment programs • Appropriation of new technologies
4 Synthesis of main topics
Governance Aerospace Medical Clothing- Convergence Devices Fashion • Consolidated • Emerging, • Reconfiguration • Importance of • Hierarchical, atomized, under the public sectoral • Hierarchical, centralized impulse dimension • Arrangement • Atomized and • Scale linked to decentralized • Networks large firms/ decentralized the type of • Oriented towards intermediate linked to productive organizations products creativity interaction and • Metropolitan • Local scale (fashion) to the • Localized in scale localization of districts actors
Leadership Aerospace Medical Clothing- Convergence Devices Fashion • Prime • State (NSERC- • Leadership is • Strong IRAP; HealthCanada) contractors’ more open, leadership • Large clients domination diffuse when strong • Market-driven • Interactions • Ethical productive • Link between between the orientation is integration medical • Presence of large firms and emerging doctors and • Sectoral subcontractors the CMM entrepreneurs traitants interactions (cluster • Value chain is which are policy) • Integration determinant diffuse and • Importance of atomized linked to Airlines product
Interactions for innovation Aerospace Medical Clothing- Conver- Devices Fashion gence • Cooperation • Transversal • New products • Importance with sub- competencies (ethical) of the • Association contractors are put market, • Long and together between beyond • Links with the complex process designers and some local • Strong users manufacturers cooperation • Adaptation to • Importance of collaborations in R&D norms subsectors • Importance of (fur, sports, the dominant outdoors) clients (M.D.)
Funding Aerospace Medical Clothing- Convergence Devices Fashion • Risk-sharing • Venture - • Private Capital • Importance of • Partnership between large Capital is government firms and available between support • Federal subcontractors government • Government government and • Union- (IRAP) community management org. for cooperation revitalization of districts
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