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1、Science and Technology Parks:Catalysts in Promoting-Enabling Environments for InnovationAPEC Policy Partnership on Science,Technology and Innovation January 2023 Science and Technology Parks:Catalysts in Promoting-Enabling Environments for Innovation APEC Policy Partnership on Science,Technology and
2、 Innovation January 2023APEC Project:PPSTI 02 2021A Produced by National Council of Science,Technology and Innovation of Peru(CONCYTEC)For Asia-Pacific Economic Cooperation Secretariat 35 Heng Mui Keng Terrace Singapore 119616 Tel:(65)68919 600 Fax:(65)68919 690 Email:infoapec.org Website:www.apec.o
3、rg 2023 APEC Secretariat APEC#223-PP-01.2 2 Contents Contents 2 Executive Summary 3 Introduction 4 On the APEC,objectives,antecedents and 2040 Vision 4 Science-Technology Parks and innovation areas in APECs 2040 vision:possible catalysts in promoting an environment conducive to innovation and inclus
4、ive development with environmental sustainability?6 OBJECTIVES 8 METHODOLOGICAL APPROACH 9 RESULTS 13 CONCLUSIONS 31 RECOMMENDATIONS 37 Toolkit for the strengthening and internationalization of science and technology parks.37 Main tools used to address the impact of the COVID-19 pandemic and thereby
5、 stimulate economic recovery 49 ANNEX I.SUMMARY OF THE WORKSHOP 59 Selection of main Speakers,moderators,and STP success stories.59 Brief description and fundaments for study cases selection(Why these STPs?).59 Keynotes Speakers 62 Moderators 66 Semi Structured guide for moderators 67 Findings and c
6、onclusions from the Virtual Conference 68 Axis I:Implementation of science and technology parks:planning,strategy design and minimum standards.68 Axis 2:Management of science and technology parks aligned with sustainability,digitalization,inclusion of SMEs and post-COVID-19 economic recovery.71 Axis
7、 3:Evolution of science and technology parks and their adaptation to the 4th Industrial Revolution.75 3 Executive Summary The present study analyzes various management models of science and technology parks(STP)and innovation areas,as well as different instruments,and success stories to extract lear
8、ned lessons,best practices,and policy recommendations to support APEC economies in the implementation and management of STP.The study also analyzes STP implemented strategies to overcome COVID-19 pandemic and the innovations on organizational models and business plan conducted in adaptation to the i
9、ndustry 4.0 paradigm changes.The present study is based in a qualitative approach analyzing the result of an international workshops and a survey promoted by the National Council of Science,Technology and Innovation of Peru(CONCYTEC)with APEC support.This international event gathered the presentatio
10、ns and learned lessons from following study cases:Arizona University Tech Park(USA),TusPark(China),Thailand STP(Thailand),Tecnopuc(Brazil),Nuevo Leon STP(Mexico),Malaga Tech Park(Spain)and Litoral Santa Fe Tech Park(Argentine).The qualitative approach was complemented by a focus group analysis confo
11、rmed by the STP CEOs and other experts from the APEC economies.The target group was APEC government officials,private sector,stakeholders,and academia involved in the promotion and sustainable management of STP conforms the target group for the study.The survey was constructed based on a complementa
12、ry quantitative approach with questions about the three axes in a web-based form and was filled by 150 people including the speakers.The experiences were grouped in three thematic axes:1.)Implementation of STP:planning,strategy design and minimum standards;2.)Management of STP aligned with sustainab
13、ility,and digitalization,inclusion of SMEs and post-COVID-19 economic recovery,and 3.)Evolution of STP and their adaptation to the 4th Industrial Revolution.The results present various organizational models and different instruments for STP development,success stories,learned lessons from the world
14、class STP,recommendations and tools,while promote networking sharing international contacts to unite regional efforts in innovation processes for sustainable development at economical social and environmental level.The result is discussed,and recommendations extracted to contribute to APEC economies
15、 in strengthening innovation ecosystems through the implementation,strategic management,and internationalization of STP.This study also aims to help in sharing and issuing best practices in the implementation and management of STP.as well as policy recommendations and a toolkit for strengthening and
16、 internationalizing STP to provide disruptive solutions to address COVID-19 pandemic and economic recovery.Likewise,since STPs are long-term projects,the learned lessons analyzed could be an opportunity for APEC economies to prioritize and tuning capacity building programs and specific interventions
17、 on strengthening international cooperation networks for connecting these ecosystems.4 Introduction The existing wealth gap between emerging and developed economies in the APEC region is one of the main challenges we face.In this context,innovation plays a key role since,through its extensive use,hi
18、gher quality economic and social growth can be generated.Science and Technology Parks(STP)are organizations managed by specialized professionals,whose main aim is to increase the wealth of its community by promoting the culture of innovation and the competitiveness of its associated businesses and k
19、nowledge-based institutions.Also,the expressions“technology park,”“technopole,“research park”and“science park”are within this definition(IASP,2022)1.Therefore,the strategic management of STP has the potential to create high quality economic and social growth,as it has a crucial impact on the develop
20、ment of human capital,strengthening economic and productive structures,as well as on improving sophistication and value added of regional value chains to boost trade and economic development.STP play a pivotal role as enablers of the entities they host,helping their convergence and transition activi
21、ties toward knowledge-based economy trends.These activities stimulate the preparedness of economies to face challenges,such as those of the current COVID-19 pandemic.The National Council for Science,Technology and Technological Innovation of Peru(CONCYTEC)presented a proposal within the APEC organiz
22、ation aiming to promote the dissemination of various models and different instruments and success stories of STP to extract learned lessons and best practices from study cases and experts discussions.The final purpose was to present recommendations and tools,while setting up a network of internation
23、al contacts within APEC economies in the process of strengthening innovation ecosystems through the implementation,strategic management,and internationalization of STP.The three themes that guided the activities of this study were:i)Implementation of science and technology parks:planning,strategy de
24、sign and minimum standards;ii)Management of science and technology parks aligned with sustainability,digitalization,inclusion of SMEs and post-COVID-19 economic recovery,and iii)Evolution of science and technology parks and their adaptation to the 4th Industrial Revolution.On the APEC,objectives,ant
25、ecedents and 2040 Vision The Asia Pacific Economic Cooperation Forum(APEC)aims to promote economic growth,technical and economic cooperation,facilitation and liberalization of trade and investment in the Asia-Pacific region.APEC gather twenty-one economies:Australia;Brunei Darussalam;Canada;Chile;Ch
26、ina;Hong Kong,China;Indonesia;Japan;Korea;Malaysia;Mexico;New Zealand;Papua New Guinea;Peru;Philippines;Russia;Singapore;Chinese Taipei;Thailand;United States and Viet Nam.APEC was set up in Canberra,Australia,in November 1989,to intensify the Asia Pacific community feeling and reduce the difference
27、s between the economies of the region through a path of sustainable growth.Unlike the World Trade Organization and other multilateral forums,it is not a treaty or binding agreement.Decisions within APEC are made by consensus and commitments are made voluntarily to promote free trade and investment,a
28、ccelerating regional economic 1 https:/www.iasp.ws/our-industry/the-role-of-stps-and-areas-of-innovation 5 integration,fostering economic and technical cooperation,enhancing human security,and facilitating a favorable and sustainable business environment.APECs vision presented in 1994,in the Leaders
29、 Declaration of Bogor,Indonesia,was to achieve liberalization and facilitation of trade and investment by 2010 for developed economies(United States;Japan;Canada;Australia and New Zealand)and to 2020 for the developing economies.Likewise,APEC works to create a safe environment for the efficient move
30、ment of goods,services,and people in the region.The three pillars of APEC,consistent with this vision,are:1)trade and investment liberalization,2)trade and investment facilitation,and 3)technical and economic cooperation.APEC members stand for approximately 60%of world GDP and 50%of world trade.Thei
31、r affiliated economies concentrate around 50%of the worlds population.In 2013 at the meeting in Bali(Indonesia),APEC leaders reaffirmed their commitment to the rules-based multilateral trading system and achieved the successful outcome of the Doha Round at the 9th Ministerial Conference of the World
32、 Trade Organization(WTO).This meeting supported a multi-year plan on development and investment in infrastructure,foreseeing the creation of a Public-Private Partnership Center in Indonesia and promoting connectivity between people,through cross-border cooperation.The goal was to have one million un
33、iversity students within APEC in 2020 and the first joint Ministerial Meeting on Women and SMEs is held.In 2014(Beijing,China)the economies committed to take a concrete step towards greater regional economic integration by endorsing a roadmap to make the vision of the Free Trade Area of Asia-Pacific
34、(FTAAP)a reality.The first APEC Connectivity Plan was implemented to achieve goals of better physical,institutional and people-to-people links throughout the region by 2025.It looks to promote innovation policies to achieve higher value-added growth,sustainability,and resource development humans.Bet
35、ween 2015 and 2020,uneven global growth and the presence of risks and uncertainties in the global economy were recognized,and leaders agreed to set up policy enablers for the integration of micro,small and medium-sized enterprises in regional and global markets.It looks to develop human capital;the
36、modernization of micro,small and medium enterprises;and improve regional food systems.The forum adopted the Multiannual Action Plan for Food Security and Climate Change 2018-2020 to guarantee food security in the region and development.The contributions of the multilateral trading system in achievin
37、g this are also recognized and leaders commit to promoting inclusive growth through innovation,such as the use of digital technologies.It is recognized that technologies are changing the way companies and governments work,and an Action Agenda for the Digital Economy was proposed to establish clear c
38、ommitments to face the digital future.Emphasis was also placed on the need to elevate the role of women in the economy(La Serena Road Map for Women)and on Inclusive Growth.At the environmental level,two important ocean-related roadmaps are being developed to address marine debris and combat illegal,
39、unreported and unregulated fishing.In 2020,economies seek to overcome the challenges of COVID-19 and appear from the crisis through coordinated action and cooperation.They are committed to protecting peoples lives and recognize the importance of working together to ensure a continuous flow of trade
40、and investment,as well as fair access to vaccines and other medical countermeasures.In recognition of the disproportionate impact of the pandemic on those with untapped economic potential,APEC announced the intention to pursue inclusive economic actions to achieve an open,vibrant,resilient,and peace
41、ful Asia-Pacific community.With the pandemic over,and responding to the immediate challenge of climate change,the agenda looks to promote trade and economic growth,while supporting policy directions to support future generations.6 In 2020,APEC announces the Putrajaya Vision 2040,committed to APECs m
42、ission and its voluntary,non-binding,consensus-building principles.It seeks to pursue the following three economic engines:a.Trade and Investment:To ensure that Asia-Pacific still is the most dynamic and interconnected regional economy in the world,we recognize the importance of,and will continue to
43、 work together to provide,a free,open,fair,non-discriminatory,transparent,and predictable environment.APEC reaffirmed the support for the agreed rules of the WTO to achieve a well-functioning multilateral trading system and promote stability and predictability of international trade flows.b.Innovati
44、on and Digitization:To empower all our people and businesses to take part and grow in an interconnected global economy.(“Asia-Pacific Economic Cooperation-Aotearoa Plan of Action”)APEC will foster an enabling environment that is,among other things,market-driven and underpinned by the digital economy
45、 and innovation.Actions will be driven to seek structural reforms and socio-economic policies to promote innovation and improve productivity and dynamism,strengthen digital infrastructure,and accelerate digital transformation.c.Strong,balanced,secure,sustainable,and inclusive growth:To ensure that t
46、he Asia-Pacific region is resilient to shocks,crises,pandemics,and other emergencies,APEC will foster quality growth that delivers tangible benefits and greater health and well-being for all,including MSMEs,women and others with untapped economic potential.(“Strong,Balanced,Secure,Sustainable and In
47、clusive Growth”)APEC will intensify inclusive human resource development,as well as economic and technical cooperation to better equip the people in their economies with the skills and knowledge for the future.There is a consensus in the need to promote economic policies,cooperation,and growth that
48、support global efforts to comprehensively address all environmental challenges,including climate change,extreme weather,and natural disasters,for a sustainable planet.Science-Technology Parks and innovation areas in APECs 2040 vision:possible catalysts in promoting an environment conducive to innova
49、tion and inclusive development with environmental sustainability?The scientific-technological and social paradigm shifts that had been taking place in the last decade were catalyzed by the COVID-19 pandemic,where industries 4.0,biotechnologies and ICTs played a leading role.The human resources playe
50、d a key role to overcome the health crisis and were in the center of the technological transformations.The local and global policies focused more than ever in inclusion,the promotion of female leadership in the scientific field,and environmental sustainability.These actions were also prioritized and
51、 promoted by the leaders of the APEC economies,as said in the previous section.The acceleration of the socioeconomic transformation processes has driven innovations in products,processes,business,and organizational models.The pandemic put in evidence the need to develop regional innovation systems,n
52、etworking locally and globally to go into open innovation processes,open science,and open access to scientific data.Policies based on scientific evidence were promoted worldly to overcome the pandemic impacts.STP and innovation were local connectors with global innovation systems and played a signif
53、icant role in value creation and adding knowledge to productive chains.Their interventions eased in many cases the development of actions or policies to create smart districts,or regions.7 These ecosystems interact with technology centers,universities,companies,technology-based business incubators,g
54、overnment actors,technology providers and other agents under open innovation processes.Impact studies showed significant results in creating economic,social,and environmental value in the regions where distributed and succeed in improving local employment conditions and quality of life.The first STP
55、 was promoted by Stanford University in the United States,becoming an important technology transfer environment from the academy.It helped the creation of important companies such as Hewlett-Packard,Cisco Systems,VMware,Yahoo!,Google,and Sun Microsystems,which subsequently became multidomestic.These
56、 success stories encouraged the development of STPs throughout North America,with the Research Triangle Park in North Carolina,STPs at Duke University,Ann Arbor,and innovative areas in Massachusetts,such as Boston and MIT,among others,standing out among the pioneers.In Asia,STPs/AOIs appeared mostly
57、 in the 1990s,and began to gain strength as of 2000.It is worth highlighting the pioneering efforts of Japan,and some emblematic cases in Korea;Chinese Taipei;Singapore;Malaysia;and Thailand,as well as the powerful,widespread,and massive activity of China and,more recently,of India.In these economie
58、s gigantic parks were created which many of them early evolved into Innovation Areas,or in some cases like Daejeon Innopolis(Daejeon,Korea),Bangalore(India)and Zhongruans(China)into innovation districts or smart cities.In Latin American economies,the first attempts to develop STP date back to the mi
59、d-1980s,in Brazil.The elapsed time since the installation of the first initiatives has led policy makers to evaluate in deep the results and effects of these infrastructures supported by domestic and regional public policies since the early 2000s.The first STP performance studies are based on survey
60、s(Angulo et al.,2014)and were aimed at comparing the performance of companies installed inside and outside the parks.The metrics used evaluated financial success(e.g.,growth in sales or income),innovative performance(e.g.,number of patents,copyrights and creation of new products)and performance in g
61、enerating new technology-based companies(incubated companies,their survival rate and the employment generated by them).Other studies(Link and Link,2003)measure performance based on profitability,contributions to the local and regional economy,and the ability to interact with universities.In Asian ec
62、onomies,Chan(2005)assessed STP-hosted business incubators,based on case studies of six technology start-ups in the Hong Kong Science Park.The analysis was based on surveys that considered the following criteria:the advantages of these environments to combine and share resources,the consulting servic
63、es offered,the benefits of the public image of the STP and the advantages of networking.They also surveyed the effects of clustering,geographic proximity,and the cost and resource subsidy system for financial support.The existing wealth gap between emerging and developed economies in the APEC region
64、 is one of the main challenges to be faced in the evaluation processes of performance and impact results of these organizations.Innovation is associated with S&T policies as well as the environmental conditions present in the domestic and regional innovation systems of the different economies.8 STP
65、are organizations managed by specialized professionals,whose main goal is to increase the wealth of their community by promoting a culture of innovation and the competitiveness of their associated companies and knowledge-based institutions.From this definition promoted by the International Associati
66、on of Science-Technology Parks and Innovation Areas(IASP),it is clear that human ware and leadership are substantial drivers in the strategic management of these organizations,to deploy their potential to generate high-quality economic and social growth.The necessary investment,governance and socio-
67、productive specificities of each economy or region also affect the effectiveness and efficiency for the creation of value in productive chains,internationalization,access to global markets and promoting trade and economic development.Within the framework of APEC,CONCYTEC of Peru has promoted an anal
68、ysis of the various models and different instruments and success stories of science and technology parks(STPs)in the APEC economies,analyzing lessons learned by global STPs and promoting discussion and analysis processes within the framework of a focus group made up of actors from all the economies
69、involved.OBJECTIVES The main goal of the project is to analyze various management models of STP,as well as different instruments,and success stories to extract learned lessons,best practices and policy recommendations to support APEC economies in the implementation and management of STP and a toolki
70、t for strengthening and internationalizing STP to provide disruptive solutions to address COVID-19 pandemic and economic recovery Through a discussion process with experts some recommendations will be presented and tools according to the best practices shared in the presentations of world class STP.
71、The discussion will also help in evaluating STP strategies to overcome COVID-19 pandemic and the innovations on organizational models and business plan conducted in adaptation to the industry 4.0 paradigm changes.The outcomes of the international workshops that sustain the earlier process support re
72、commendations on strategic management an internalization and pretends to contribute to APEC economies in the process of strengthening innovation ecosystems.The present study also aims to find policy recommendations and present a toolkit for strengthening STP networking and to share disruptive soluti
73、ons implemented by world class STP to address COVID-19 pandemic and economic recovery.The specific goals of the study are resumed in the three axes of the workshop and deals with:1.To extract results from study cases on the STP potential to create synergies between academy,industry,and government to
74、 add value at regional level.These factors are closely related with science and technology policies,regional development plans presented in different APEC economies.2.Another important topic to study appears from the STP potential to create synergies between ecosystem actors in sustainability,digita
75、lization,inclusion of SMEs and post-COVID-19 economic recovery.9 3.The study also looks to collect,discuss,and share experiences between different APEC economies on the adaptation and actions adopted by the STP facing the challenges caused by the paradigms changes of the 4th Industrial Revolution,an
76、d the COVID economy.These earlier mentioned objectives are aligned with APEC 2021s priorities:economic and trade policies to strengthen recovery and seeking innovation and a recovery enabled by digitization.The results will be useful inputs for APECs STP to foster the strengthening and international
77、ization of their services as well as to address COVID-19 pandemic and economic recovery.The study is also aligned with APEC 2020s priorities:Inclusive economic participation through Digital Economy and Technology and Driving Innovative Sustainability and follows the operational principles on Policy
78、on APECs Capacity Building through Economic and Technical Cooperation(2015).It is also aligned with the APEC Internet and Digital Economy Roadmap and the Accord on Innovative Development,Economic Reform and Growth.METHODOLOGICAL APPROACH APEC government officials,private sector,stakeholders,and acad
79、emia involved in the promotion and sustainable management of STP conforms the target group for the study.Another expected output is gathering learned lessons both from developed economies and less mature ones on the development of innovation systems,clusters,and processes to transfer to all APEC eco
80、nomies.This will ease the flow of technology and knowledge and promote the development of technology-based enterprises and human capital.In this way,to the extent that the STPs achieve their goal,sustainable growth and equitable development can be achieved in the Asia-Pacific region;and consequently
81、,reduce economic disparities between APEC economies.Likewise,since STPs are long-term projects,the learned lessons analyzed could be an opportunity for APEC economies to prioritize and tuning capacity building programs and specific interventions where they are most needed.It should also be noted tha
82、t the good practices identified and disseminated,as well as the STP management toolkit,can be replicated in APEC member economies.According with proposed strategy in the previous section,the methodology aims to improve the knowledge by sharing experiences and learned lessons in three thematic axes:1
83、.Implementation of science and technology parks:planning,strategy design and minimum standards.2.Management of science and technology parks aligned with sustainability,digitalization,inclusion of SMEs and post-COVID-19 economic recovery.3.Evolution of science and technology parks and their adaptatio
84、n to the 4th Industrial Revolution.10 The thematic axes were structured to highlight the STP experience from both economies,extract the lessons learned and to address the questions raised in the previous section.The methodology includes a qualitative approach by interviews with the CEOs of 7 STP bas
85、ed on a semi-structured guideline to homogenize the criteria(Annex 1).In a second stage the outcomes of these interviews were presented for discussion with a focus group conformed with renowned STP managers and directors from the economies of Asia and Latin America.These sessions were moderated by e
86、xperienced facilitators to identify the main strong ideas developed in each of the workshop axes.The International Workshop was virtual and counted with broad participation.The agenda,workshop structure and the names and experience of speakers and moderators in each axis are presented in Annex 1.The
87、 actions to achieve the proposed objectives can be summarized as follows:1.Preparation and validation of the work plan,in consultation with the Project Overseer(PO);Holding consultation meetings with experts to identify speakers,moderators,and success stories.Identifying the more representative STP
88、of both the Asian and Latin-American APEC economies and another relevant STP from the Iberoamerican economy as study cases.Performing a qualitative analysis based on interviews with their CEOs.2.Results discussion by a focus group to enrich the process and complement the shared learned lesson from t
89、he study cases.Developing a Virtual Conference and Workshop to conform a focus group to whom the CEOs present their results and considerations according to the natural differences within APEC economies.This discussion was based on the learned lessons from the presented study cases:Arizona University
90、 Tech Park(USA),TusPark(China),Thailand STP(Thailand),Tecnopuc(Brazil),Nuevo Leon STP(Mexico),Malaga Tech Park(Spain)and Litoral Santa Fe Tech Park(Argentine).3.The coronavirus pandemic has influenced the global economy and environment.Major victims of the COVID-19 outbreak are Micro and Small Enter
91、prises(MSEs),especially in developing economies,mainly because of limited use of digital technologies.A recent study suggests that MSE managers and other stakeholders rethink their business strategies,incorporating crisis scenarios and business continuity plans to sustain customers virtually to enha
92、nce sustainable development(Bai,M.Quayson and J.Sarkis,2021).2 In the present study a Survey between the Virtual Conference and Workshop participants is carried out in order to analyze if the results of the study is consistent with the situation of SME allocated in the STP ecosystems.The survey was
93、constructed based on a complementary quantitative approach3 with questions about the three axes in a web-based form.It was filled by 150 people including the speakers.The guiding lines to interviews and discussion on axis 3 thematic were based on the definitions and concepts on STP and Areas of Inno
94、vation(innovation districts)of Van Dinten and Jansen(2019).Table 1 shows the differences between both types of ecosystems according to these authors.2 Bai C,Quayson M,Sarkis J.COVID-19 pandemic digitization lessons for sustainable development of micro-and small-enterprises.Sustain Prod Consum.2021 J
95、ul;27:1989-2001.doi:10.1016/j.spc.2021.04.035.Epub 2021 May 8.PMID:34722843;PMCID:PMC8542351.3 https:/ 11 Table 1.Differences between science parks and innovation districts(van Dinteren,J and P.Jansen,2019)4 CHARACTERISTIC INNOVATION DISTRICT SCIENCE PARK GEOGRAPHY Central Away from central areas of
96、 economic activity,often at the edge of a city REACHABILITY Multi-modal Car-oriented FUNCTIONS Mix,including living Mono-functional SERVICES Great variety Limited CULTURAL EVENTS AND FACILITIES(EMPLOYEE RELATED)Wide range No events or incidental BUSINESS RELATED EVENTS On a regularly basis On a regu
97、larly basis URBAN DESIGN No master plans(Existing)urban environment with the addition of new buildings Master plan New buildings and landscaping AREA No specific borders Clearly bounded area OWNERSHIP Complex:many owners One owner or a limited number MANAGEMENT FOCUS Focus on economic networks and t
98、he community Coordination Focus on economic networks and real estate Control TARGET GROUPS Mix Often a limited number CHARACTERISTICS OF COMPANIES Small or medium scale,easy to mix with other functions Small,medium,and large scale companies.Limited environmental risks accepted.Focus group analysis:A
99、nnex 1 presents the CV of the keynote speakers and moderators in the different thematic axes.These experts were complemented in the discussion stage with other international specialists with experience in the subjects under analysis.Axis 1:The elements to consider implementing STP,particularly plann
100、ing,strategy design and minimum standards are analyzed through cases such as the experience of the Province of Santa Fe in Argentine and the STP of Arizona(USA).Their representatives,Eduardo Matozo and Carol Stewart,were joined by Ana Sobarzo(director of the department of innovation and entrepreneur
101、ship at the Cayetano Heredia University in Peru)and Carlos Cardenas(director of the regional institute of technology and innovation of the government of Piura,Peru).4 Paper for 36th IASP World Conference,Nantes 24-27 September 2019 12 Axis 2:The focus group involved in the discussion of the main ide
102、as shared by the keynotes speakers Jorge Audy and Suwipa Wanasathop is complemented with the participation of Carolina Briones,Executive Director of the Technological Center for Innovation in Construction(CTEC)of Chile,Sanat Wongthawethong Deputy Director of the Thailand Science Park and of the Nati
103、onal Science and Technology Development Agency of Thailand and Sergio Zapata,Deputy Consulate General of Peru in San Francisco,USA.Axis 3:The focus group on the adaptation of STP to the new revolution of industries 4.0 was made up of the representatives of Parque de Nuevo Len and Tus Park,Marta Leal
104、 and Herbert Chen.Jos Luis Alesana join them,from the Technical University of Munich,a doctoral student in bioinformatics with experience working in parks in Chinese Taipei,China and Singapore.In addition,Omar Florez,a machine learning specialist at Tweeter Cortex,participates,among other topics,he
105、was a researcher at Intel Labs,applied Deep learning and Machine learning,with numerous awards and recognitions.Pattravadee Abadie Ploykitikun,director of the STP of Thailand,doctorate from the University of Portland(USA),with experience in mechanical engineering,high tech,and project manager in clu
106、sters in her region 13 RESULTS As mentioned in the previous section,the workshop was structured in 3 axes that involve aspects of Policies and strategies for the design and development of STPs,the management measures of these infrastructures to overcome the impacts of the Sars Covid 19 pandemic and
107、the evolution in organizational models or bussies plans to adapt to the paradigm shifts in industries 4.0.During the presentations,it was noticed that many of these issues were closely related in the analysis of the study cases,as well as in the focus group discussion process.For this reason,the res
108、ults and discussed are analyzed and considered in an integrated manner.The University of Arizona Technology Park showed results of many years of experience in developing and operating these organizations.The University is in the core of the ecosystem and was the key institution in promoting actions
109、to improve the interaction with the productive sector.Tus Parks presentation put in evidence many changes in the demand of services from the STP due to the paradigm changes originated by the 4th industrial revolution and catalyzed by the Covid19 pandemic.Demand for free space and simple services cha
110、nged,also the services for financial support,networking,and marketing.Other changes respond to the location of STP and the use their facilities.The new tendencies show new preferences for remote working or diversifying services and expanding the areas of influence.The STP are evolving to innovation
111、areas or innovation districts.It is remarkable that key monitoring is a need to understanding the new real needs of customers and it is a good starting point of all work in the STPs.From their experience in the new global scenario the Government has the role to states guidelines and policy making fo
112、r the 4th Industrial Revolution.The industry is the engine for taking advantage of the new competitive advantages and prioritize networking to improving connections local and globally.Finally,the academic sector is also visualized like an important source of the innovation,and to direct research act
113、ivities to problem solving.The financial support is another key factor to be considered in the toolbox for the development of small and medium enterprises to help targeting more sophisticated markets and improve trade.At the top of this pyramid is the society,the natural receptor of all these action
114、s designed to achieve better living conditions as the final goal.Because of that,cultural and educational actions must be promoted as well as capacity building in health services.All the previous mentioned factors conform a long-term cooperation model of mutual benefit with resource suppliers instea
115、d of one-time use.According to TUS Park experience,STP need to concentrate at how to provide the up to date and value-added service to the tenants in 4th IR.In the new environment conditions,it is the services which make the difference,and because of that,should be considered as key factors for impr
116、oving regional competitivity.This vision leads to assign the best people in new services to succeed under the new paradigm change.In summary,from their point of view the core function of the STPs is to create a reginal ecosystem conducive to the generation of great ideas,knowledge exchange and the g
117、rowth of high-tech SMEs.Therefore,the STPs can play its role in both developed and developing economies,and in the past,present,and future industrial revolution.14 With adaptation of the 4IR,the development trend of the STPs includes:the physical boundaries of the STPs are becoming more and more fuz
118、zy,the service content is becoming more and more professional,the service form is constantly updated and modernized following the development of science and technology,and the Governance/Management body is becoming more and more diversified.No matter how the service content and form of the STPs are
119、updated and developed,paying attention to the needs of customers,integrating multiple resources,selecting appropriate locations and infrastructure,and providing services required by customers are important core factors for the success of the STPs.From Tecnopuc experience in Brazil,their vision is to
120、 be a key factor in the ecosystem of innovation,and a vector of transformation for the University and the society.The consensus system vision 2030 is to be recognized as a global environment for innovative business generating sustainable solutions for the university,society,and organizations.The str
121、ategic intention is to create 1000 new business initiatives in a ten-year period.They are also moving to be part of an innovation area in the Porto Alegre City which has been stated in a recent alliance for innovation,called“Pacto Alegre”,signed by three universities,local government,and industry.To
122、 achieve this goal Tecnopuc proposed a new innovative organizational model with seven nodes:1.Orchestration;thats responsible for the governance,conducting the network under an institutional and political perspective.This node includes the legal and communication offices.2.Tecnopuc Startups:This nod
123、e oversees developing on innovative ventures and startups.3.Tecnopuc Crialab:Responsible for training projects and services involving methodologies of creativity,design,and innovation.4.Project Management:Responsible for the management of new projects and the analysis of demands arising from financi
124、al operations associated.5.Social impact:Responsible for the development of entrepreneurial actors,aiming to identify opportunities to develop a culture of social impact.6.New Business and Negotiation:Responsible for prospecting and commercializing the portfolio of products and services offered by t
125、he ecosystem to society and to the University.7.Infrastructure Management:Responsible for the management of ecosystem support services,including the monitoring of the university units and third parties contracted services.The TECNOPUC nodes organizational structure and interrelations are presented i
126、n Figure 1.Their strategy put in the center the governance of the ecosystem which is responsible for knitting the network between all the sectors and aligning them with a unified vision and long-time mission.15 Figure 1.Tecnopuc organizational model,nodes,and relations(Source:Workshop Tecnopuc Prese
127、ntation)The Orchestration node has a Management Council,which provides inputs to Monitor strategic and operational management and acting in internal and external referrals and an Advisory Council.The last one is integrated by external collaborators and society actors and has the mission to advise on
128、 the guidelines and policies of TECNOPUC.Besides of that,it permanently evaluates the strategic positioning and their performance based on specific indicators.It also analyzes the annual activity report of the institution to extract learned lessons and recommendations.The Startups development system
129、 is also another strategic node because of its supports in business creation and improving regional competitivity transforming the ventures ready for the market.As previously mentioned,the creation of new startups to improve the ecosystem dynamics is an important objective.The enterprise incubators
130、are strategic organizations within the STP ecosystem.The Nuevo Leon,Mexico case showed their strategic actions and results in transferring knowledge to the productive sector(Figure 2).Thera are many similarities in strategic goals with the results presented by Arizona Tech Park,Tus Park and Tecnopuc
131、.16 Figure 2.The innovation ecosystem in Nuevo Leon.Source:Workshop NL STP presentation.The governance of Nuevo Leon STP has a triple helix-based management mode,promoted from PIIT Monterrey.This institution resulted from an emblematic governmental project with an important initial investment.The ST
132、P is operative since 2007 and in 2020 had received USD 112 million from State Government,USD 196 million from Federal Government and USD 364 million from private sector.Universities,public research and development centers and companies interact within an open innovation model to create value in stra
133、tegic sectors prioritized by the STP and the regional development system.The Figure 3 shows the ecosystem innovation model of PIIT Monterrey where capacities to talent development articulate with research infrastructures enhancing capacities to develop technological based companies.17 Figure 3.PIITs
134、 ecosystem innovation model supported by the local and federal government.Source:Workshop NL STP presentation The human capital and the technological infrastructure are the key factors for improving the capacity of generating high quality research and development projects and new technological compa
135、nies.These activities support local development and the connectivity with global ecosystems and with the society seeking directives to become an instrument of sustainability by environment protection,and carbon print reduction.The main strategy promoted from Nuevo Leon innovation ecosystem is to evo
136、lve from a triple helix model to a Penta helix one that includes the society and investors capital.In this model,the 2027 vision is to convert Nuevo Leon in a Smart State with more high-tech enterprises,digital society,smart agrotech labs,smart health labs,remote health,and education centers.18 Figu
137、re 4.Nuevo Leon New Penta Helix development model.Source:Workshop NL presentation.The figure 4 shows the main proposal of the Nuevo Leon 4.0 initiative that frame the strategic plan to achieve the goals described in the 2027 vision to become a Smart State.Figure 5.Nuevo Leon proposals to become a Sm
138、art State in the Industry 4.0 new paradigms.Source:Workshop NL presentation The core components of this innovation environment deal with education,technological infrastructure,the whole federal STI system,competitiveness,and entrepreneurship and with Government and society.19 The educational subsyst
139、em emphasizes in preparing new researchers,technicians,workers,or any society members to face the new industry 4.0 challenges.The technological infrastructure helps and assist the educational centers by making available for them makerspace,fab-labs,and tech shops for industries 4.0 startups or compa
140、nies supporting them in digital transformation(Figure 5).Axes 1.Implementation de STP.The different environmental conditions for the development of STP in each economy are contemplated among all the discussed study cases.As an example,the STP of Santa Fe,Argentina,is 20 years old and although it was
141、 born in the 1990s,it only managed to consolidate in 2002.It is a public limited company with majority state participation with a triple helix steering structure in which the government,the academic(National University of the Litoral and CONICET)and business chambers interacts.The profile of this ST
142、P is biotechnological,and it is focused on human,environmental and agricultural health.They also have strategic lines directed to tics,nanotechnology,and scientific-technological services.Its specificity seeks to take advantage of the original knowledge creation capacities available in its region an
143、d of the main local production chains demands.In this STP the first and third exporting companies in the region are allocated and represent 41%of the exports of the city of Santa F.They also constitute an important source of specialized employment in the region having 500 jobs in house and high-qual
144、ity employment(60%university degree and 10%completely postgraduate).The governmental support was fundamental to achieve these results and despite the STP receive a canon and occasionally subsidies depending on competitive funds,it is not enough to achieve economic independence.The object of governme
145、ntal intervention is the promotion of regional development with environmental sustainability.The STP in Arizona,incorporated since the inception stage the learned lessons from the Canadian experience on the campus of the University of Waterloo,where its CEO previously served.This STP has 3,000 knowl
146、edge workers and a world-class incubation center from which three unicorns were graduated with a turnover of more than USD 1 billion.The Arizona Tech Park has three components on 526 ha,with a couple hundred acres dedicated to solar power.It is a satellite of a previous STP started 12 years ago and
147、now a days has 26 ha.The facilities are conformed by a main building and three additional projects in progress,and a business incubator for technology-based companies.The incubator supports eighty-three startups and is developing an expansion project,because of the importance assigned to entrepreneu
148、rship capacity creation and the impact in new businesses dynamics.From the Latin American economies contrasts the presentation of less developed ecosystems where universities are often key players in the creation of STP but without sufficient governmental support for these projects.In the discussion
149、 session the case of a university park with an area of 102 ha,located in an urban environment was presented as an example.This STP despite of the university efforts in the creation stage still had important infrastructure limitations.It is worth noting that only this year they were able to have a wa
150、ter circuit and decent quality internet infrastructure.The university requested this territory from the government based in its vision of strengthening academy-industry articulation for productive development.Unfortunately,this initiative received no specific support and was directed to competitive
151、funds.This situation is similar in most of the Latin American economies where the insufficiency or absence of specific support instruments for STI and industrial development policies is a problem to deal with.This situation is 20 even worst in private universities where the lack of public funding ma
152、kes difficult to create STPs or innovation districts.Although in many cases the universities compete for funds and succeed in obtaining support this do not allow to cover infrastructure building.The Piura region in Peru presents all the climates and opportunities to create a STP and because of the p
153、roductive vocation of the area,both in agricultural and biotechnological products production represent a considerable proportion of domestic agro-industrial exports.These particularities are fully aligned with the vision presented from the Argentine experience.In this example the STP infrastructure
154、was modular based on containers.The priority was put not just in infrastructure growth,but to focus on RIS3,and in promoting of regional development.Given the limitations in public financing,they would be seeking greater involvement of private capital at the domestic level and in the APEC economies.
155、In the discussion session,some appreciations were made on the fact that promoters from various sectors are required in STP creation,since the effort of a university,the regional government,or an isolated industry alone are enough.According to the experiences presented,the alignment of all the actors
156、 with a common vision is necessary to shape governance as well as a strong leadership.Improving the relationship between the university and the government are necessary conditions,but not sufficient to ensure sustainable development.It is also required to involve the social actors of the region,and
157、an institution with strong leadership to coordinate actions,and bringing the parties together.In the case of Litoral de Santa Fe STP,this role was fulfilled by the university,which had to work on legal engineering to enable other actors to become part of the ecosystem.When it is possible to show bus
158、iness success stories,it is easier to attract new companies and investments.Another relevant factor in success cases,pointed out from the Canadian experience,is to have an Advisory Council,which interacts with the Board of Directors.The triple helix interaction must be present at multiple levels and
159、 not only in the management since it is not enough for a single institution to run the ecosystem functionality.When a leader leaves,there must be multiple levels to maintain the agreed vision in the consolidation process between actors.Otherwise,the rules of the game can be changed and investments,g
160、rowth,or the viability of the project itself can be put at risk.One way to strengthen governance is to have the flexibility to incorporate new agents that could add value to the ecosystem.Among the questions to answer on one hand arises the need to know how to define success,when this is a factor th
161、at drives and convinces the rest of the actors to join the project and in the other hand how possible is for the institution to be flexible and inclusive in extremely competitive environment.In this sense,it is understood that the concept of success is relative or at least there may be different con
162、siderations on how to measure it,but always must be associated with the fulfillment of the STP creation objectives and aligned with the consensus vision and mission.It is also planned to achieve success in stages,where initially the incubation of companies and the creation of startups should be prom
163、oted.In a second stage,when the system is more mature,it should be measured on how these companies have grown and evolved from the local to the global market according to the value achieved in their products and processes.It is a value chain,where each link must be worked on,identifying business opp
164、ortunities,and adding value.Dissemination and communication strategies are key factors to reach political decision-maker interested in promoting these contexts.21 From the experience of the Canadian STP of Waterloo,it is suggested that there was a moment when the leader set the challenge of reaching
165、 ten objectives for his community in 5 years and proposed evaluating the achievements,effectiveness,and systemic efficiency at the end of that period.Not only academic and technological challenges were included,but also environmental and social aspects to be addressed,collecting learned lessons from
166、 both successes and failures experiences.The role and capacities of the leader is the clue to conduct the ecosystem under a synergic approach in the triple helix and selecting the right and more empathic people constitute a great challenge that is not for those averse to risk.It takes a champion in
167、the community to bring the rest of the players into line.The STPs are more than buildings,it is the people they have,the way they work with the region and how they interact with partners,the university and society.The role of community managers and the way in which they communicate and celebrate ach
168、ievements begin to stand out.In experts experience,the importance regional agendas of development under intelligent research and innovation strategies and productive differentiation(RIS3)allows the academic sector to perform mission-oriented research.It also helps in creation of alliances and partne
169、ring for supporting the defined strategy finding points of convergence and synergies between actors and institutions.Unfortunately,the empirical evidence shows that,in Latin American economies,unlike European ones,it is not common to have RIS3 policies or development agendas on which focusing resear
170、ch capabilities.A concern that also arises in these cases is how to prevent STP from being impacted by political changes brought about by democratic cycles and which often lead to a reset of the system with changes in objectives or priorities.The Argentine STP,remarks from its experience the need to
171、 present to policy makers,since initial stages of the institutional development,the potential of the promoted changes or proposed solutions.In this sense,it is emphasized once again to have effective communication policies showing success stories from the beginning.Social appropriation helps to miti
172、gate the instabilities of political changes because when the social perception of the achievements is good,as is the academic and business perception,it is difficult to stop the project.From Arizona University STP this vision is shared and emphasize in incorporating communication skills and activiti
173、es into their culture,by celebrating all the achievements in the ecosystem(new investments,new business achievements,etc.).A strong leadership is required in the STP management to directing actions to consolidate long-term contractual relationships.These long-term contracts may generate a certain sh
174、ield against the vulnerability of changes in political cycles,in addition to the wide dissemination and communication of achievements previously mentioned.Many STPs that have been operating for a long time with no succeed in consolidating and achieving sustainability,because of not having the necess
175、ary financing support in the first years of operation.All focus group participants agree in the need of having a minimum infrastructure available in the founding process of the STPs otherwise it is difficult to attract investors and partners.This undoubtedly justifies governmental support moreover t
176、o overcome ecosystem important limitations on such critical issues like connectivity,security,and sanitation.In Latin America,private participation in infrastructures for the construction of an innovation ecosystem is not common,so the role of domestic and or regional governments is a key factor for
177、 developing STP capacities.These interventions could promote new dynamics and exchanges between sectors and facilitating the possibility of enterprise internationalization to reach higher quality.The complementary support of investment promotion agencies could help in achieving such positive results
178、 together with effective communication and marketing plans to attract other entrepreneurs.STPs are viewed as instruments of local development in the ecosystems where allocated.They generate dynamics 22 that helps in technological adaptation through hosted companies with the capacities and skilled pe
179、ople to do business with local production chains.The role of STP as instruments for local development in Latin-American economies explains that in many cases the low enrollment requirements for new enterprises regarding their innovative merit.In Asian economies,or in more mature ecosystems,prioritie
180、s are put on attracting innovative companies,accessing to international markets,or at least with high export potential.The STP industry is unique and collaborate with peer networks thats an important opportunity to take learned lessons from other ecosystems,to adapt strategies and seek to expand reg
181、ional and global business.IASP,Incubator Associations,or other networks play an extremely significant role in this regard.In Waterloo STP worked with real estate companies to attract the right tenants to complement the university,raising capital through associations to achieve self-sustainability.Al
182、though it is advisable to see the lessons learned in other environments,it is necessary to develop a specific model for each economy because of its specificities.During the discussion process,some questions were raised about what kind of networking to promote in the economies of developing economies
183、.In this sense,it was concluded that previously is necessary to define the direct or indirect support instruments for the development of STP.In the Argentine STP experience,Litoral Santa Fe,they initially had the government support to count with minimal infrastructure.That was recognized as a key fa
184、ctor that obviously requires the existence of public policies focused on STP support and infrastructure creation.These policies should also strengthen the development of social capital,both through the promotion of entrepreneurship forums,the creation of a business accelerator with the support of in
185、vestors from the stock market,etc.This social perception on STP as instrument for local development is crucial to obtain policy makers attention and support.Angel capital networks are also another way to engage with the community,and in more mature ecosystems,like Arizona STP that having 1.2 million
186、 people in their influence area have 350 angel networks.It took them 20 years to achieve the presented results in a very dynamic and competitive ecosystem that push them to reach the highest standards and levels of recognition to have community respect and support.The STP works with the Arizona Trad
187、e Authority and are always encouraging its participation in as many activities as possible.The local ecosystem is strong in mining and optics industries,so they got involved with those networks on tech missions.Among the successful cases that stand out are the soft-landing programs.Even though Water
188、loo Park received forty-five million dollars as an initial investment in its founding process,they recognize it is difficult to achieve this support in less developed ecosystems considering that many of this investment has low visibility because is buried in sanitation,networks electrical grids,etc.
189、The government role in supporting the founding companies of the ecosystem with a fiscal or tax subsidy was strategic and necessary to start this park.The government support despite in a more restricted dimension was also remarked as a key factor in province of Santa Fe,in Argentina ecosystem,which h
190、as 800 km of coastline on the Paran River.In this case,a program launched by the Domestic Government to subsidize the preparation of the strategic and local development plan for STPs,and business incubators was well evaluated.The governmental program to support a cluster coordinator or articulators
191、was also mentioned as a key factor in many ecosystems helping to manage the local sustainability plan.Within the capital contributed by the partners in the formation of a STP,governmental subsidies are counted,such as those mentioned in the Argentine case,which included support for these organizatio
192、ns for two years,the teaching salaries of the academic partners as counterpart and the support from the 23 companies.This is shared by the most developed economies which had dedicated support from universities in backing the STP and a private sector entrepreneurship consortium where entrepreneurs do
193、nated their time as startup advisors or mentor,which in many cases later also supported.The community referred new startups to the incubator through industry leaders,and this strategy allowed reaching sustainability in the first year with less than 11 months of governmental support.These excellent r
194、esults showed the need to build a community network,which provides security for STPs,incubators and the ecosystem.The more mature and developed the economies,the stronger the networks,the links and the quality of relations to promote added value.As a final comment from the academic sector,it is unde
195、rstood that a STP cannot be installed out of nowhere in a place without the minimum environmental conditions for R&D&I.In the Latin American reality,STPs must be the consequence of a series of actions where entrepreneurship should first be promoted,then have an incubator that works and supports the
196、development of intellectual property and transfer mechanisms,and then reach the innovation ecosystem infrastructure.STPs and areas of innovation are a unique and special industry that requires that the actors involved have the experience of networking and incorporate lessons learned from other ecosy
197、stems since the founding process.Axes 2.Management of science and technology parks aligned with sustainability,digitalization,inclusion of SMEs and post-COVID-19 economic recovery.Despite the differences in the STP allocations presented in the study cases and the particularities in socio-productive
198、environments conditions,the speakers remarked many coincidences from their experiences.Both TECNOPUC and the Thailand STP agreed in promoting changes to accelerate the digitalization of SME,the changes in organizational models and put the human ware in the center of the transformations and new strat
199、egies to overcome the covid 19 impact in the economy and in their regions.From the perspective of TECNOPUC CEO,the STPs are perceived as builders of local ecosystems,so within a regional development strategy they have promoted business participation and the strong development of startups from the ac
200、ademic sector.In a complementary way,TECNOPUC has restructured their organizational model seeking to have a flatter pyramid,with few command levels,and working in flexible teams that are adaptable to changes in business or in the global economy.This vision in many aspects is complemented by the Thai
201、 experience which emphasized in the role of human resources as the protagonist of the change and adaptation processes.Additionally,both ecosystems are making a strong commitment to digitization,the need to promote virtual work and business environments among all agents.Open innovation,and internatio
202、nalization platforms to connect local ecosystems with global ones were key factors in their strategic plans to support regional development.In a complementary manner,the results of the survey conducted,which was answered by 150 participants,are presented.It shows that the strategies of adaptation to
203、 the paradigm changes of the 4.0 industries that are being adopted go through a diversification of the interest groups to whom the STP services are directed and achieved greater development in community management.Other measures considered were the reorientation of the role and position assigned to
204、the scientific 24 component of the STPs,where it is proposed to support the creation of well-connected clusters with companies and local institutions.Innovation Systems,such as Hubs,Parks,and Technological Incubators,consist in a coordinated set of agents that connect knowledge and innovation to pro
205、duction.In this regard,Rio Grande do Sul has created programs to promote each of these components of the system and play a prominent role in research,development,and innovation in Brazil and worldwide.Tecnopuc was a key agent in the construction of this ecosystem helping in transferring their learne
206、d lessons and experience.The Program on Support to Technology Hubs has currently twenty-seven hubs.These consist of institutions that work together increasing the regional development and were established according to the criteria of the Regional Development Councils(Coredes).It was an effort that i
207、nvolves human resources,laboratories and equipment from universities,private companies or public bodies and associations,targeted to the creation of processes,products,or services.In each of the hubs there is at least one university responsible for the execution of the research projects consistent w
208、ith the local productive vocations.Technology-based incubators are responsible for integrating scientific research,technology transfer and development of new products.The Rio Grande do Sul Incubators program supports this activity.New incubators can apply for the program support at any time granted
209、access for funding launched yearly.As for the Rio Grande do Suls Program of Technology Parks,it aims to contribute to the expansion of investments in scientific and technological research,technological development,and incorporation of innovative technologies,by increasing the competitiveness of the
210、States economy.These tools will stimulate the generation of business,work,and income.This network,currently formed by twelve parks registered at the program,induces the creation of local companies and the attraction of investments to Rio Grande do Sul.The innovation system of Rio Grande do Sul in nu
211、mbers:27 technology hubs 12 registered technology parks,14 technology parks associated to Rio Grande do Suls Network of Parks and Incubators(Reginpe)19 registered incubators At least two large startup accelerators:WOW and Ventiur 190 startups,in 30 cities,registered by Rio Grande do Suls Startups As
212、sociation 25 The survey also confirmed for the STP the findings and the COVID 19 pandemic digitization lessons for sustainable enterprises presented in Table 2.Table 2.COVID-19 pandemic digitization lessons for sustainable development of micro-and small-enterprises(Source:adapted from Bai,M.Quayson
213、and J.Sarkis,2021).5 Business Dimension Digital transformation application Impact on sustainability/resilience of MSE Process and system Automation tools to replace labor Production can continue during a lockdown,and social distancing Using Point of Sale(POS)Reduce the cost of production to increase
214、 profit Demand for digital learning platforms Increase employee skill to be more productive Demand for energy-efficient technology Reduce energy use and enhances environmental sustainability Information system of Business to Business(BandB)Enhances customer experience that increases sales and profit
215、 Recycling technology Reduce environmental pollution caused by waste Using tools for customer data analysis Predict customer preference and sales to increase profit 5 Bai C,Quayson M,Sarkis J.COVID-19 pandemic digitization lessons for sustainable development of micro-and small-enterprises.Sustain Pr
216、od Consum.2021 Jul;27:1989-2001.doi:10.1016/j.spc.2021.04.035.Epub 2021 May 8.PMID:34722843;PMCID:PMC8542351.26 Green IT Smart use of IT that lowers the environmental impact of manufacturing,operations,etc.Inventory management system Avoid excess stocked inventory and potential shortage,thereby incr
217、easing profit Integrate e-commerce,mobile multimedia,and manufacturer app into one system The use of digital marketing tools enhances customer experience to increases sales and profit Customers Social media account and social media advertising Customer virtual engagement to drive sales even partial
218、lockdown ONLINE AUCTIONONLINE AUCTION INCREASE SALES AND VINCREASE SALES AND VIRTUAL IRTUAL CUSTOMER EXPERIENCECUSTOMER EXPERIENCE LIVE BROADCASTLIVE BROADCAST VIRTUAL ENGAGEMENT WVIRTUAL ENGAGEMENT WITH ITH CUSTOMERS TO INCREASCUSTOMERS TO INCREASE SALES AND E SALES AND CUSTOMER EXPERIENCECUSTOMER
219、EXPERIENCE CHAT ROBOTCHAT ROBOT REDUCE HUMAN TO HUMAREDUCE HUMAN TO HUMAN N CONTACT THAT DRIVES CONTACT THAT DRIVES SALES SALES DURING RESTRICTIONSDURING RESTRICTIONS DEMAND ENVIRONMENTALDEMAND ENVIRONMENTALLY LY FRIENDLY PRODUCTION FRIENDLY PRODUCTION TECHNOLOGIESTECHNOLOGIES REDUCE ENVIRONMENTALRE
220、DUCE ENVIRONMENTAL POLLUTIONPOLLUTION E E-COMMERCE FOR SALESCOMMERCE FOR SALES CHANNELCHANNEL INCREASES SALES AND INCREASES SALES AND PROFITPROFIT HAVE A WEBSITE FOR SHAVE A WEBSITE FOR SELLINGELLING INCREASES SALES AND INCREASES SALES AND PROFIT EVEN PROFIT EVEN IN CONTACT RESTRICTIIN CONTACT RESTR
221、ICTIONSONS Platform to resell and donate itemsPlatform to resell and donate items Reduces waste and environmental Reduces waste and environmental pollutionpollution PRODUCTS Free WiFree Wi-Fi Fi A better customer experience that A better customer experience that increases profitincreases profit Anot
222、her important result found in the discussions is the consensus of the significant role played by business incubators within STPs.In this sense,both the Latin American experiences and those of the economies of Asia,North America and Europe showed their inclusion as protagonists in the processes of in
223、ternal and regional change.The new startups are more knowledge-intensive and many of them have made important contributions by providing products and services of great relevance to face the global health crisis generated by COVID 19.27 Axes 3.Some considerations made from the Asian economy are in li
224、ne with the previous exposed results and emphasize in that the core function of the STPs is to create a reginal ecosystem conducive to the generation of great ideas,knowledge exchange and the growth of high-tech SMEs.Therefore,the STPs play this role in both developed and developing economies,and in
225、 the past,present and future industrial revolution.With adaptation of the 4IR,the development trend of the STPs includes:the physical boundaries of the STPs are becoming more and more fuzzy,the service content is becoming more and more professional,the services are constantly updated and modernized
226、following the development of science and technology,and the Governance/Management body is becoming more and more diversified.No matter how the service content and ways the STPs are updated and developed,paying attention to the needs of customers,integrating multiple resources,selecting appropriate l
227、ocations and infrastructure,and providing services required by customers all are important core factors for the success.28 STP are not closed entities,so they need to set out new strategies and a re-orient of their position and role in the urban and regional context.There is an emerging tendency in
228、STP in making efforts to expand their boundaries in the territory promoting the creation of Areas of Innovation.These zones have its own specific management team,and their main objectives include economic development through the promotion and attraction of selective innovative business for which spe
229、cific services are provided.It may also include residential and cultural areas or facilities,embedded in urban spaces with which the economic aspects of the area of innovation interact(Sanz,2016)6.During the workshop,an attempt was made to identify points of interest within the APEC economies to str
230、engthen intra-regional ties,promoting win-win relationships.As mentioned previously for all parks,business incubation processes are a key component within their ecosystems.Networking between regions allows these companies to create opportunities to reach global markets.It is proposed as an opportuni
231、ty for APEC economies to create synergies between business co-incubation projects.International networks such as the IASP have specialization and broad experience in connecting different ecosystems having presence in Asia,America,and Africa.From the Asian communities significant efforts have been ma
232、de to make available and internationalize their research infrastructures.There is an economic corridor project in East Asia seen as an opportunity to attract investment,create startups or soft landings for them.During the discussion sessions a study case in the construction sector of Chile was prese
233、nted to be considered as an example.Chile has vast experience in anti-seismic housing engineering and architecture and is moving towards technologies and industries 4.0.Its construction innovation STP focuses on companies and aims to accompany them in incorporating more environmentally friendly,sust
234、ainable technologies to contribute in decarbonization and energy efficiency.In this case,a local hub that interconnects the local offer with greater demands such as those generated from the Asian economy was presented putting in evidence the added value for local development.On the other hand,the ec
235、osystem also has demands for developments conducted in Thailand and China(demotics,IOT,ICTs,etc.)to feed back their innovation processes.These are transforming their local ecosystem to be more innovative and keep in mind the concept of open innovation where their STP would be a key interconnection a
236、gent.The pandemic accelerated digital transformation processes in the industry and within the management,governance,and sustainability models of innovation ecosystems.There is a need to develop hybrid platforms where virtual work is jointly promoted,to support the creation of global startups that ca
237、n play a particularly key role worldwide.The social component must always be present by seeking integration,improvement in the quality of life and ensuring that no one is left behind in the transformation and adaptation to paradigm changes processes.Human talent,and the ability to create agreed visi
238、ons and leadership in all sectors will inspire to achieve the scope of desirable future scenarios according to prospective studies conducted in all economies.Business models based on virtual and hybrid structures make it possible to shorten the distances between regions and speed up the incorporatio
239、n of value in the different ecosystems,taking the lessons learned globally and adapting them to the specificities of each economy.6 Sanz,L.(2016).Understanding areas of innovation.In A.Nilina,J.Pique&L.Sanz(Eds.),Areas of innovation in a global world(e-book).IASP.29 APEC is an instrument to intercon
240、nect the supply and demand networks between different regional economies,each with its own specialization and competitive advantages.One of the challenges and goals to be addressed in the short term within APEC economies is the development of open innovation processes between different regions and s
241、ectors.The leadership and experience of STP could be an important asset to help in targeting this goal though global networking,competitive intelligence,and enterprise clustering in sectors like food industry,construction,engineering or other value chains.This was raised in many Asian STP with strat
242、egic actions and efforts in creating new services to connect startups from all economies with big business.In Thailand,direct foreign investment is encouraged in areas intensive in knowledge and innovation,this economy seeks to be a hub in Asia and aims to promote links with Japan;Korea and China ec
243、onomies.Also,from China where having achieved the internalization of their STP,are planning to go on in new expanding processes promoting links and new business with Europe and America.Networking is a strategic component in most STPs,but it is also in universities,outside of them,between regions and
244、 between companies.The importance of the government support is highlighted in all the economies and mentioned as a key action for the development of innovation ecosystems.The more mature the economy is,the more diverse and differentiated public support instruments availability to target organization
245、s at any development stage.These public interventions in supporting and promoting the STP also responds to the attributed significant role and potential of this organizations in the achievement of the Sustainable Development Goals defined by the United Nations(SDG 2030).That is mean the need of prom
246、oting social and environmental sustainability in addition to the economic and market focus.The tools for achieving these goals are not generic because of regional different capacities and opportunities.In many cases prioritized actions could be focused on renewable energies,and others in circular ec
247、onomy but in any case,a top-down vision is needed to be shared by all the actors in territory.Intellectual property should be another central aspect in open innovation processes.STPs also can be important platforms assisting in strategies to protect inventions,intelligence surveillance and another r
248、elated services for entrepreneurs in the regional ecosystem.The STPs could allow to accelerate development through contributions in the creation of intelligence networks between the APEC economies to help all the actors.When betting on disruptive technologies,the role of knowledge protection instrum
249、ents is more relevant in business creation.In less developed economies,although not having the same relevance these instruments could be used in technological adaptation,bringing licensed solutions to local problems solving in any fields.Inventions and innovations are in many economies the cornersto
250、nes of successful competitive products and business reforms.The innovative ideas may come from the needs of markets from customers,or from university research among other actors but not all of them are ready to become marketable products.There is an ideation and development phase,in which several pr
251、ojects should be under way simultaneously,because all of them will not be successful.After several phases,many inventions can be converted into finished products that are taken into production and marketed.The development phase requires plenty of creative effort,know-how and financial resources,for
252、which outside expertise is usually needed.First assistance in developing an idea into a product for business is often received from Innovation Centers and Start-up or spin-off companies begin their activities often in incubators,which often are in or are part of STP.30 Cross-border open innovation i
253、ncreases competition and hence the pressure for excellence in research,development,and innovation.(“UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE Policy dispatch-UNECE”)It holds the potential to accelerate innovative solutions to the problems facing modern economies and societies.It can make domesti
254、c innovation systems more efficient and can lead to increases in the return to investment in research and development.This in turn strengthens the incentives for such investments and leads to a higher R&D intensity and hence a higher knowledge intensity in the economy.In turn,this improves internati
255、onal competitiveness.Because open innovation involves different partners,and frequently partners from different economies,it brings its own challenges in the management of intellectual property.In the“DNA”of the STP should be the development of knowledge,creativity,purpose,and intentionality to get
256、out of the comfort zone and create a sustainable development from the social and environmental point of view.The accreditation of STPs and their certification under international quality standards is also perceived as a key factor to create intra-and inter-regional trust.31 CONCLUSIONS Technology pa
257、rks and incubators vary in the way they are established and managed.They can be founded as independent legal organizations by state and local governments,universities and research institutes,development foundations,private corporations or any combination of those.Depending on the institutional chara
258、cter of their founders,STP can be public or not-for-profit,private,academic-related,hybrid,and other.Public or not-for-profit STP are sponsored by government and non-profit organizations and serve primarily the purpose of local economic development.Private STP and incubators are run by investment gr
259、oups or by real estate development partnerships.Their primary interests are economic reward for investment in tenant firms,new technology applications and other technological transfers,and added value through development of commercial and industrial real estate.Academic-related STP and incubators ar
260、e affiliated with universities and colleges and share some of the same objectives of public and private incubators.In addition,they are actively engaged in transferring research and development activities,spinning-off university research efforts,providing faculty with research opportunities,and alum
261、ni,faculty and associated groups with start-up business opportunities.The so-called hybrid STP are joint efforts of government,non-profit agencies and/or private developers.These partnerships may offer access to government funding and resources,and private sector expertise and financing.While in dev
262、eloping economies like the US there is a diversity of park and incubator sponsorship,in the industrializing economies parks usually rely on a strong government support.STPs create environments that foster collaboration,innovation,and entrepreneurship,and provide innovation services to support new te
263、chnology-based firms in their activities.Many strategies for achieving these goals are based on promoting trade of new products and services developed in their ecosystems acting like local connectors with global ecosystems.The expertise needed in playing this role requires strong capabilities in int
264、ellectual property instruments,business models,and in the legal and normative framework at domestic and international level.The STP must have a look in international markets and commerce finding opportunities for the productive sector and the industries allocated in their territory.The World Trade O
265、rganization report in 20217 finds that trade cooperation is instrumental in improving resilience to shocks,because it promotes greater diversification of products,suppliers,and markets.It points to ways in which trade can sustain economic resilience for households,firms,and governments,particularly
266、when supported by complementary domestic policies and effective global cooperation.Diversifying supply sources and destination markets are two strategies for doing so,as is building inventory stocks of critical inputs.Many biotechnological enterprises allocated in STP,incubated within these ecosyste
267、ms,or intricately linked to technological centers in their facilities helped to overcome the health crisis by adapting technologies and adopting some 7 https:/www.wto.org/english/res_e/booksp_e/wtr21_e/00_wtr21_e.pdf 32 of the mentioned strategies.During the COVID-19 crisis,despite some pandemic-rel
268、ated export restrictions,trade helped economies meet the skyrocketing demand for medical products and these technological based enterprises grew hiring scientist and technicians.In 2020,even as the value of global trade declined by 7.6 per cent,trade in medical supplies grew by 16 per cent.Trade in
269、personal protective equipment Foreword by the WTO Director-General 5 increased by 50 per cent and by 480 per cent for the textile face masks that have become so familiar to all of us.Trade in agricultural products remained stable in 2020,preventing the health crisis from becoming a food crisis.Once
270、shocks begin to stabilize or dissipate,trade can accelerate economic recovery:on the import side,by facilitating access to competitively priced intermediate products and services;and on the export side,by enabling access to foreign demand.For poorer economies,the crisis put in evidence the need of d
271、eveloping their innovation ecosystems by the precariousness of long and complex global value chains with many economies struggling to acquire medical and other strategic supplies.The STP and innovation areas resulted useful instrument to promote these activities facilitating environment conditions t
272、o link enterprises with the academy in the search for adding more value in product and health services.OCDE many responses for economic recovery from the COVID-19 crisis appointed to be durable and resilient,avoiding environmentally destructive investment patterns and activities.Unchecked,global env
273、ironmental emergencies such as climate change and biodiversity loss could cause social and economic damages far larger than those caused by COVID-19.To avoid this,OCDE advice that economic recovery policies need to trigger investment and behavioral changes that will reduce the likelihood of future s
274、hocks and increase societys resilience to them when they do occur.Central to this approach is a focus on well-being and inclusiveness.Other key dimensions include alignment with long-term emission reduction goals,factoring in resilience to climate impacts,slowing biodiversity loss and increasing cir
275、cularity of supply chains.STP are promoting in practice,recovery policies to cover several of these dimensions helping to achieve many of the UN-SDG 2030 in the regions where interact.During the workshops Tecnopuc and the Thailand Tech Park presented their interventions in the creation of clusters o
276、f enterprises specialized in many of these dimensions.The term“Building Back Better”has been increasingly and widely used in the context of the economic recovery from COVID-198 and to manage this goal,OCDE states that recovery measures can be assessed across several key dimensions(Figure 6)that need
277、 urgent decisions taken today to incorporate a longer-term perspective.The STP are also challenged to“build back better”by incurring innovation in organizational models and services and listening new clients demands.STP are going into virtualization processes improving their capabilities in networki
278、ng,through hybrid platforms.They are adapting business models to take prove of recent technologies connecting local ecosystems to global ones.The COVID-19 pandemic just catalyzed changes that had been initiated in adaptation to industry 4.0 paradigm changes.8 https:/www.wemeanbusinesscoalition.org/b
279、uild-back-better/33 Figure 6 OCDE dimensions for Building Back Better after COVID-19 recovery(Source:OCDE 2020)9 Most STPs host technological centers or universities in their ecosystems playing a critical role in technological transfer and in improving innovation processes.The concept of the quintup
280、le helix refers with the interrelations between universities,industries,governments,societies and environments and it is sensitive to the role of entrepreneurial universities plays catalyzing the interactions among all the actors to add value in products and processes and to reach society.STP are an
281、 industry with particularities depending on the regions where they interact.In the more developed economies,they are closer to the industrial sector,with investors and have easy access to higher value global markets.Likewise,in their initial stages they have been subsidized in their infrastructures
282、either directly through the state or through the companies that have started these infrastructures that received tax refunds or important periods of fiscal subsidy.In these cases,like in the Arizona STP study case,have managed to achieve short-term sustainability,and have achieved particularly good
283、interaction between the academic and industrial sectors.In the economies of developing economies,in general,STPs have been promoted from the academic sector,presenting weaknesses in their link with the industrial sector and extraordinarily little support for specific public policies.In the success s
284、tories presented,the commitment to become important instruments for the development of their regions is seen as a common factor.This has meant that in their strategic plans they directed capacities to the formation or coordination of clusters of companies from the best represented sectors in the pro
285、ductive chains of their territories.In both cases,they perceive the strengthening of networking as a necessity,both locally and globally.The establishment of links with other actors or regions allows the development of a more 9 https:/www.oecd.org/coronavirus/policy-responses/building-back-better-a-
286、sustainable-resilient-recovery-after-covid-19-52b869f5/34 attractive ecosystem to establish investments,develop new companies or businesses.The strategies presented pursued to convert STP in local hubs connecting with global innovation ecosystems.The international networks on STP helps and shortcuts
287、 in achieving this goal and joining these organizations could help newcomers in the industry since initial stages of their project development.The IASP present many instruments and opportunities to promote networking at all levels and has developed some specific instrument useful at planning stages,
288、like its Strategigram and it also share benchmarking tools,surveys and publications gathering learned lessons in the industry worldwide.Triple helix structures,with the participation of academia,government,and industry,are promoted in all these ecosystems.In all the presented study cases the need to
289、 promote this dynamic and virtual relations in all levels was emphasized,not just from the political-strategic subsystem,but also at management level,and in involving social actors.As previously exposed nowadays bibliography quintuple helix models are being considered but at least a fourth helix app
290、roach must be considered focusing on the society as the final receptor of the outcomes and impacts from these organizations.Society demands should be incorporated since the inception stage mobilizing local actors to create value not just in markets but also at social and environmental level.Most of
291、the study cases emphasized on the relevance of the participation of STP in cluster creations and in regional development plans.This is clearer in developed economies where there have been implemented RIS3 strategies and weaker in developing economies still conforming regional agendas.The impacts of
292、the pandemic have accelerated processes of change in business models and strategies that had been already unfolding because of the paradigm shifts brought about by industries 4.0.In this sense,ICTs,process automation and teleworking have led in many cases to rethink the real estate aspects of their
293、businesses.In some cases,they have had to restructure the allocation of their surfaces(after the pandemic,information and communications technology companies have in many cases maintained decentralized work and less demanding office surfaces).In other cases,the STPs have diversified in terms of thei
294、r specialty,becoming more generalists,incorporating companies from the ICT,biotechnology,cultural,environmental sectors,or even associated with primary production.All the study cases put the human factor at the center of the change processes.The success of these organizations is often mentioned to b
295、e associated with leadership skills,that in most cases depends on the skills of their CEOs.Because of that,the discussion process raised the importance of establishing long-term contractual commitments as well as making efforts in the development of a common systemic vision among all the actors.Surv
296、eillance of these processes and periodic external evaluations are key actions to achieve the expected results together with maintain stakeholders and society well informed about actions,outcomes and impacts.Another important coincidence in all presented cases was the significant role attributed to b
297、usiness incubators mentioned to be the core of these ecosystems.The awareness and creation of entrepreneurial capacities,the connection of startups with global ecosystems,facilitating the deployment of new companies in the territories,and the connection with venture capital and investors,are all fac
298、tors promoted by them.35 Technology business incubators provide a mechanism for technology transfer,promote the concept of growth through innovation and application of technology,support economic development strategies for small business development,and encourage growth from within local economies.T
299、hey are focused only on companies based on innovative technologies;provide support,such as access to advanced technology laboratories,scientific equipment,and other technical and research resources,as well as to universities teaching staff and students.Their strong links to universities and research
300、 institutions,facilitate technology transfer and marketing.The success of a technology incubator stems from a combination of the following factors:clear objectives,the incubator coordinators profile,provision of services,shared resources,physical space,access to funding,and project selection.The STP
301、 plays often plays and significant role in developing incubators and in many cases provides administrative support and many graduated enterprises remain in their ecosystem.In recent years,the adaptive processes are leading STPs to transcend the territories where they stay and become important partne
302、rs of local governments where they stay,taking their experience to the creation of innovation areas or districts.During the pandemic,STP in many Latin American economies,had a decrease in activity of around 80%,especially at the beginning of isolation or social distancing measures.Although gradually
303、 this has been reverting to situations of almost total return to face-to-face work,it has been seen that remains companies(especially digital ones or those that can conduct remote work without major inconveniences),that have not reoccupied their spaces.In many cases they have been negatively impacte
304、d by terminating location contracts or having partially reduced them,with the prospect that a mix between remote work and on-site work would remain.On the other hand,some lease contracts have been suspended or cancelled.This has created a new challenge:how to go from a scheme with a strong real esta
305、te component and the location of companies,research institutions and workers,to another with no physical presence based on services,networks,and virtuality.STP made special effort in this difficult scenario,to overcome the health crisis specifically through their startups involved with health servic
306、es,biotechnology,or pharmaceuticals.These actors were very active in promoting or providing solutions that lead to the design and manufacture of new health equipment(masks,respirators),the creation of monitoring mechanisms for those infected or patients,and even conducting of epidemiological studies
307、.Many efforts from technological centers allocated in these ecosystems were also directed at their own expenses in research on infections cures and in the forecasting of new ones.Other actions dealt with,the implementation of early warning systems,improve the efficiency and connection of old equipme
308、nt,etc.This effort was based in the strong capabilities of the ecosystems in biotechnology,software,hardware,artificial intelligence,robotization,automation,among others.There has also been changes in the relationship between STPs,governments,citizens,and cities.New purposes,new challenges and new m
309、echanisms for their action have been found,which has made them more integrated,connected,attentive to the needs of the environment.Among them the following can be mentioned:a)Calls from local governments to develop certain devices for health or to develop latest information management systems;b)Call
310、s to develop sanitation proposals;and c)Generation of linkage mechanism between innovators and entrepreneurs with already established and/or traditional companies.The STP were challenged to innovate in organizational and business models,also in the creation of new services and help the ecosystem in
311、adapting to industry 4.0 changes and post COVID 19 36 pandemic post recovery economy.In these processes they have transcended their boundaries becoming partners of local governments in developing areas of innovation.Th STP also are helping in regional development conforming clusters in different sec
312、tors and strategic areas defined in development plans.The study cases also stressed in the many benefits of implementing open innovation and was mentioned in all the strategies presented including early participation in new technologies and job opportunities.Open innovation enables the simultaneous
313、use of domestic and foreign research and development and projects that rely heavily on external development have shorter development times and require less investment than similar projects that rely entirely on R&D.The new scenarios have pushed this organization to update and enhance computational s
314、kills to reach the society,policy makers and stakeholders.Accountability in all segments of the value chain,impact evaluation and external evaluation are key actions to achieve confidence and support to reach sustainability.The strong links between STP and the universities or technological centers h
315、elping in knowledge development and mission-oriented research to solve many of the previously mentioned problems and challenges as well as taking prove on new opportunities from paradigm changes.Specifically,scientific knowledge,provided by the academic sector,is of great value in these first life c
316、ycle stages,when this basic knowledge has yet to be disseminated to the broader community and is not yet available.STP networks facilitate knowledge dissemination among similar firms,based on either formal agreements or informal interactions,requires proximity to be transmitted in the initial stages
317、 before this knowledge can be codified and patented.37 RECOMMENDATIONS Policy recommendations for APEC economies to strengthen and internationalize STPs to address the impact of the COVID-19 pandemic and thereby stimulate economic recovery.The conclusions summarized above allow us to draw the follow
318、ing recommendations for policies in the APEC economies that allow the internationalization of STPs:1.Promote networking by facilitating exchanges between STPs from different regions at the academic,business and government levels.Congresses or workshops like this one allow this type of connection.The
319、 post-pandemic will surely allow direct ties to be resumed through visits and exchanges between regions of the APEC economies,which it would be desirable to strengthen and develop on a regular basis.2.Policies for communication and dissemination of success stories are key to attracting or mobilizing
320、 investors between the different regions.It would be advisable to strengthen communication instruments and actions on these issues within communication policies.3.It would be advisable to promote actions so that the most developed parks of the Asian,North American,or European economies explore poten
321、tial interactions with those of developing economies on issues where win-win actions may be identified according to the productive specificities of each party.Toolkit for the strengthening and internationalization of science and technology parks.Networking is a key factor in internationalization of
322、STP and it is indeed facilitated by joining to international associations specialized in these topics.One good example is de International Association of STP and Innovation Areas(IASP)10.It is a worldwide membership-based association managed by experts in science and technology parks and areas of in
323、novation,an independent,non-profit,non-governmental organization in Special Consultative Status with the Economic and Social Council of the United Nations.The IASP coordinate an active network of managers of science/technology/research parks,innovation districts and other areas of innovation.It aims
324、 to enhance new business opportunities for members and their companies,increase the visibility of its members and multiply their global connections.The members of IASP participate at international forums organized by this institution and cooperate and assist the development of new parks and new area
325、s of innovation.It was created in 1984 and since then gather 350 members organizations with more than 115.000 companies allocated in their ecosystems.It is present in 78 economies with seven regional divisions(Europe,Africa,Asia Pacific,West Asia,Latin America,North America,and Eurasia).Networking i
326、s at the heart of IASP,enabling their members to make meaningful connections through personal introductions,leading to new collaborations,new projects,and innovative ideas.IASP staff connect science park professionals with the right people at the right time,everywhere in 10 https:/www.iasp.ws/about-
327、us/about-iasp 38 their network.Connects companies located at member science parks with potential clients for their technologies and innovations on a global basis.IASP also organizes yearly world conferences that allow people meet,exchange knowledge and information,establish alliances and develop new
328、 joint projects.Virtual networking through its platform is also an important source of knowledge and information.IASP facilitate the access to a comprehensive database of STP/AOI managers and forums to increase the interactions between all members.IASP offers members access to two unique tools for a
329、nalyzing their strategy and evaluating performance:the STP Performance Evaluator and the Strategigram.STP Performance Evaluator The only one of its kind,this tool explores the added value an STP brings to its ecosystem,along with the economic impact it is generating or can expect to generate as it d
330、evelops.The evaluator also uses an automated system to give both a quantitative and qualitative measure of performance alongside identifying areas for potential improvement.Where areas for potential improvement are identified,the tool recommends Inspiring Solutions from across the IASP community tha
331、t can help.The STP Performance Evaluator is made up of three reports:an Innovation Ecosystem Fit Report,an Added Value Report,and an Impact Report,with all offering different metrics on STP success.Uniquely,these reports offer aggregated values of output variables from STPs comparable to the users p
332、ark,allowing IASP members to understand their STPs strengths and areas for improvement in comparison to their peers.Strategigram The IASP Strategigram is a unique software-based tool that enables STP managers to analyze their parks strategy,assess its evolution and compare it to other parks strategi
333、c profiles.The Strategigram is a service available for all IASP members and is being used with success as a tool to define the most suitable strategic model in the planning of new parks.Using seven strategic axes,it indicates the position of a STP on each axis based on specific and measurable indicators including governance models,location,target markets and degree of specialization.IASP can also