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![Page 1: Innovation and Entrepreneurship for Sustainable Forest Management Determinants, fostering and impeding factors IP INNO-FOREST, 28 August 2007, Sopron Ewald.](https://reader036.fdocuments.us/reader036/viewer/2022081520/56649e905503460f94b958c0/html5/thumbnails/1.jpg)
Innovation and Entrepreneurship for Sustainable Forest Management
Determinants, fostering and impeding factors
IP INNO-FOREST, 28 August 2007, SopronEwald Rametsteiner
![Page 2: Innovation and Entrepreneurship for Sustainable Forest Management Determinants, fostering and impeding factors IP INNO-FOREST, 28 August 2007, Sopron Ewald.](https://reader036.fdocuments.us/reader036/viewer/2022081520/56649e905503460f94b958c0/html5/thumbnails/2.jpg)
Overview
Determinants for innovation in general:ContextInstitutional environmentInnovation impulsesSources of informationDetermining Factors
Innovations in Forestry – Empirical resultsMethodological ApproachFrame Conditions for Innovations in ForestryForest Owners/Managers as InnovatorsInformation and Impulses for InnovationsFostering and Impeding Factors
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Contextual Factors
Important contextual factors that have an impact on innovative opportunities:
Type of sector
Size of your firm
The country and region where you are active
The stage in the industry life cycle
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0 20 40 60 80 100
Portugal
Austria
Sweden
France
Slovenia
Denmark
Spain
Finland
Italy
United Kingdom
Belgium
Luxembourg
Netherlands
Germany
Latvia
Slovakia
Hungary
Ireland
Cyprus
Czech Republic
Lithuania
Greece
Estonia
Poland
Bulgaria
Romania
Malta
Public %
Private %
Average forest holding size - private (ha/holding)0 20 40 60 80 100
Greece
Sweden
Finland
Spain
Slovakia
Austria
UK
Denmark
Germany
Hungary
Ireland
Latvia
Estonia
Poland
Italy
Portugal
Netherlands
France
Lithuania
Luxembourg
Czech Rep
Slovenia
Belgium
Bulgaria
Cyprus
Malta
![Page 6: Innovation and Entrepreneurship for Sustainable Forest Management Determinants, fostering and impeding factors IP INNO-FOREST, 28 August 2007, Sopron Ewald.](https://reader036.fdocuments.us/reader036/viewer/2022081520/56649e905503460f94b958c0/html5/thumbnails/6.jpg)
Institutional Environment
The basic educational system The university system The science and research base Common pools of codified knowledge Innovation policy Legislative and macroeconomic settings Communications infrastructure Financial institutions Market accessability Industry structure and competitive environment
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Innovation – Impulses
Demand pull: Demand for new problem solutions – improvements of products and processes –often depending on technological paths (incremental innovations)
Technology push: scientific or technological breakthroughs -often radical innovations through new technologies
Societal demands/political goals, e.g. environmental conciousness, environmental regulations or funding, e.g. renewable energy
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Sources of information I
Internal sources within the firm or business group: in-house R&D; marketing; production; other internal sources
External market/commercial sources: competitors; acquisition of technology; clients or customers; consultancy firms; suppliers of equipment, materials, components and
software
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Sources of Information II
Educational/research institutions: higher education institutions; government research institutes; private research institutes.
Generally available information: patent disclosures; professional conferences, meetings and journals; fairs and exhibitions.
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Determining Factors
Economic Factors
Enterprise/Internal Factors
Market Factors
Institutional Factors
Societal Factors
Natural Factors
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Economic Factors
Economic risks (real or perceived)
Costs
Availability of funds within the enterprise
Availability of external funds
Venture capital
Public sources of funding Cost and availability of inputs to innovation Ability to capture the increased profit from
innovation (appropriability)
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Enterprise/Internal Factors
Innovation potential (R&D, design, etc.) Availability of skilled personal (within firm or on
market) Availability of information
on markets on technology
Availability of external services Propensity to change in the firm Opportunities for cooperation Organisational structure Business strategies
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Market and Institutional Factors
Market Factors: Demand for innovations Potential market dominated by established
enterprises
Institutional Factors: Availability of infrastructure Strengths of intellectual property rights Legislation, norms, regulations, standards,
taxation Public demand Public funding
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Societal Factors
Societal Factors: Stock of relevant and technological knowledge
(technological opportunity) (e.g. cure for aids, beaming)
Acceptance for technologies Propensity to change
Natural Factors: Availability of resources Climate
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What are your experiences?
What were fostering, what were hindering factors in your innovation case?
Fostering Hindering
Economic factors
Enterprise factors
Market factors
Institutional factors
Societal factors
Natural factors
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Your case – determining factors for innovation:experience?
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Innovations in ForestryEmpirical results
Methodological Approach
Frame Conditions for Innovations in Forestry
Forest Owners/Managers as Innovators
Information and Impulses for Innovations
Fostering and Impeding Factors
Conclusions
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Methodical Approach
Forest holding surveys• 1417 forest holdings• 7 Central European countries: Austria, Germany, Czech
Republic, Hungary, Italy, Slovakia and Slovenia
Interviews with institutional actors• Face to face interviews with actors of the national level• Actors of SIS: governance system, research and education,
extension services
Case studies• 32 case studies in six countries
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Frame Conditions for Innovations in Forestry
Small average size of forest holdings (~22 ha)
High fragmentation of forest ownership
Little full time engagement in forestry work
Little share of income from forestry
Product mix increases with forest holding size
Maintaining capital is prevailing goal
Main strategy – „business as usual“
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Time Spent in Forest Management
0
10
20
30
40
50
60
70
80
90
100
<10 ha 10 - 100 ha
100 - 500 ha
500 - 1000 ha
> 1000 ha
%
full time
part time
family member(s)
external workforce
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0
10
20
30
40
50
60
70
80
90
100
< 10 ha 10 - 100 ha
100 - 500 ha
500 - 1000 ha
> 1000ha
%roundwood, industrialwoodother wood products
renting
game
services for other FH
other products
services in recreation &tourismservices in natureprotectionother services
Product Mix
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Goals of Forest Owners
0
10
20
30
40
50
60
70
80
< 10 ha 10 - 100 ha
100 - 500 ha
500 - 1000 ha
>1000 ha
%
increasing profit
maintaining capital
abandoning forestmanagement
selling property
other goals
Maintaining CapitalIncreasing profit
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Strategies of Forest Owners
0
10
20
30
40
50
60
< 10 ha 10 - 100 ha
100 - 500 ha
500 - 1000 ha
> 1000 ha%
specialization
diversification
marketing
outsourcing &rationalisation
cooperation withother FH
expansion ofproperty
selling of forestproperty
business as usual
other strategies
Business as usualOutsourcing & RationalizationCo-operation with other FH
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Forest Owners/Managers as Innovators
Little innovation activity, esp. in small forest
holdings
Incremental innovations and no new to the sector
innovations
Majority of innovations are organisational
followed by service innovations
Hardly start-up activity
Forest owners see opportunities for new products
and services
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Innovative Forest Holdings
10%
70%
64%60%
48%44%
3%
11%
18%
14%10%
42%
0%
20%
40%
60%
80%
DE AT CZ IT (TN) SK HU SI
smaller 500ha larger 500ha
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Types of Innovations
Other org.25%
Other not specified2%
Wood11% Non-wood
7%
Co-operation4%
Outsourcing5%
Internal reorg.3%
Other techn.8%
Leasing4%
Recreation12%
Environmental3%
Protection0%
Machinery5%
Infrastruct.1%
Other services8%
B-2-B2%
Product innovations
Service innovationsTechnological innovations
Organisational innovations
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Sources of Impulses and Information for Innovation
Impulses for innovations: Internal impulses dominate:
- Employee- Owner/ co-owner- Myself / own education
Sources of information: Institutional level information is by far
dominating:- Technical journals followed by forest
administration are most important information sources
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Impulses for Innovations
other forest owners/manage
rs 7%
seminars, courses,
excursions8%
technical journals
11%
customers and consumers
11%
employee16%
forest administration
12%
myself / own education
14%
owner /co-owner15%
Internal impulsesBusiness-to-business impulses
Institutional level impulses
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Information for Innovation
employee11%
myself / own education
8%
forest administration
13%
technical journals15%
seminars, courses, excursions
10%
consultant for regional dev.
6%
technical fairs and conferences
5%
universities, research
organisations5%
customers and consumers
7%other forest owners/managers
7%
Internal informationBusiness-to-business information source
Institutional level information
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Fostering and Impeding Factors
Fostering factors: Co-operation Information Financial means
Impeding factors - Innovators: Risk Lack of information Lack of financial means
Impeding factors - Non-innovators: Lack of financial means /high costs Lack of information Risk
Suggestions for improvements: Forest subsidies Market information
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0 10 20 30 40 50 60 70 80
Cooperation with suppliers, customers, etc.
Cooperation with other forest owners
Availability of information on innovations
Forestry subsidies from public funds
Availability of services for tech/org. innovation
Possibilities for further education, training, etc.
Innovation & development support programme
Cooperation with institutions, chambers
Other consultancy service
Availability of financial means
Availability of qualified workforce
Chamber of Agriculture’s forestry advisory service
Cooperation between institutions
Chambers of Industries support initiatives
Fostering Factors: Innovators
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Impeding Factors: Innovators 0 10 20 30 40 50 60
Saleability risk
Lack of information on sales markets
Low on one´s own funds
High introduction costs
Financial/Tax expenditure
Lack of information on innovation support schemes
High current costs
Environment and nature protection laws
Lack of information on new products & services
Low on external funds
Trade act
Technical standards and regulations
Forestry act
Collaboration with administration and chambers
Labour law, acts on social benefits, pension
Qualified workforce availability
Collaboration w. suppliers, customers, etc.
Collaboration between institutions
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0 10 20 30 40 50 60 70 80
Low on one´s ow n funds
High introduction costs
Lack of information on innovation support schemes
Lack of information on sales markets
Saleability risk
High current costs
Lack of information on new products & services
Financial/Tax expenditure
Qualif ied w orkforce availability
Trade act
Low on external funds
Labour law , social & pension acts
Collaboration w . suppliers, customers, etc.
Technical standards and regulations
Collaboration betw een institutions
Environment and nature protection law s
Forestry act
Collaboration w ith administration, chambers
Impeding Factors: Non-Innovators
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Suggestions for Improvements
co-operation ( b-2-b vertical & horizontal, i-2-b)
13%financing
12%
forest & environmental
legislation15%
changes in tax legislation, trade
acts 13% more market
information 22%
forest subsidies 25%
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Summary
Various factors influence the innovation possibilities of firms
Large number of small-scale forestry Low innovation activity in small forest holdings Service and organisational innovations dominating Impulses mainly internal information mainly
institutional Risk, lack of information and lack of financial means is
most impeding Co-operation is most important strategy to overcome
size-related problems
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Innovation and Entrepreneurship for Sustainable Forest Management
Determinants, fostering and impeding factors
IP INNO-FOREST, 28 August 2007, SopronEwald Rametsteiner