TITLE Manuel V. Heitor CENTER FOR INNOVATION, TECHNOLOGY AND POLICY RESEARCH, IN+ Instituto Superior...
-
Upload
felicia-douglas -
Category
Documents
-
view
215 -
download
0
Transcript of TITLE Manuel V. Heitor CENTER FOR INNOVATION, TECHNOLOGY AND POLICY RESEARCH, IN+ Instituto Superior...
TITLE
Manuel V. Heitor
CENTER FOR INNOVATION, TECHNOLOGY AND POLICY RESEARCH, IN+
Instituto Superior Tecnico Lisbon, PORTUGAL
COLLABORATIVE LEARNING AND VIRTUAL TEAMING:
challenges and opportunities for the Research University
OBJECTIVES
To discuss university programs aimed to promote
entrepreneurial capacities
and to develop and strengthen
group capabilities
through the establishment of learning networks
Key Components of the Experiments
Learning A set of formal and informal processes and practices, strongly influenced by the environment, that lead to knowledge accumulation
Challenge How to promote learning that links diverse social actors with different degrees of development
Perspective Universities
Mechanisms Networks linking people in order to increase their ability to learn
• PROCESSES: complex and diversified
• INVESTMENT: education; R&D; learning-by-doing
• AGENTS: state, firms, universities, schools
KNOWLEDGE AND INNOVATION
Creation and distribution
of knowledge
Economic growth and
development
Technological innovation
and development
KNOWLEDGE AND INNOVATION
Wealth generation results from knowledge accumulation …
… Science & technology is the driving force !
•The evidence:
•The key points:
Innovation
Internationalisation
ECONOMIC
GROWTH
LEARNINGRESEARCH
Romer (1990) and
Grossman andHelpman (1991)
Arrow (1962)Romer (1986)
BY-DOINGBY-DOING
Lucas (1988)EDUCATION
THE NEW THEORIES OF
ECONOMIC GROWTH
• The learning ability is the critical aspect for economic growth, and is associated to the skill of
assimilating and transforming the current knowledge.
• “Learning refers to building new competencies and establishing new skills and not just to get
access to information”, Lundvall (1997).
On the economic understanding of KNOWLEDGE
• The process of continuous learning reflects
on the accumulation and the creation of new
knowledge, which is considered as
technological change
• Technological change is endogenous to the
economy
THE VISION - 1:
TECHNOLOGICAL ACCUMULATION THROUGH
HUMAN CAPITAL
Technological capacity
Technological accumulation
(learning)
The resources needed to generate and manage technical change
(1) Knowledge, skills and experience
(2) Institutional structures and linkages in firms and outside firms
Technicalchange
(a) Introduction of technology embodied in new products and/or new plants through “major” projects.
(b) Incremental adaptation and improvement of existing production capacity
Production capability
Components of given production systems
• Fixed capital
• Operating labour skils and know-how
• Input specs
• Organization and procedures of production
Industrial output
towards the LEARNING SOCIETY
How to use effectively
knowledge?
How to use effectively
knowledge?
- The key issue:- Moving beyond access to capability
• The requirements- Individual learning - developing people’s skills- collective learning - networks and organizations
• The levels of learning partnerships- Learning communities (citizenships, initiatives)- Learning clusters (ex.: Barcelona, SP, Sinos Valley, BE) * network entrepreneurs- Learning nations (ex. Malaysia 2020; El Salvador 2021)
SOFTWARE
WETWARE
NODE D
SOFTWARE
WETWARE
NODE LD
S OFTWARE
WETWARE
NODE MLD
what kind of NETWORK?
•A learning network that leads to self-reinforcing learning cycles (interactive model)
• Universities as agents that actively link participating people and firms in a web of knowledge sharing, production, usage, and diffusion
THE QUESTIONHow can universities foster innovation and the creation of
new business and jobs, helping to transform
organizations to address the challenges of the emerging
economy?
• New challenges to universities within the knowledge-based economy
• Need to go beyond traditional activities
• the development, transfer and commercialization of new technologies
• the need to preserve the university’s institutional integrity
Issues:
CHALLENGES FOR HIGHER EDUCATION - 1
• THE LINKS TO SOCIETY
- life-long learning
- informal learning processes
• INSTITUTIONAL REFORM - the need to preserve “institutional integrity” - the structural roles of “teaching” and “research” public investment
• THE CHALLENGE OF EXCELLENCE:
- the need for diversification ?
- the emergence of new areas, and multidisciplinarity
CHALLENGES FOR HIGHER EDUCATION - 2
• The policy: promote DIVERSIFIED SYSTEMS
1. “formal learning” - teaching
- research: R&D; R&T;R&L
2. “informal learning”
Questions: - changes in the structure of the employment market - learning ability towards a sustainable societal development
The issue: “EDUCATION” as knowledge for understanding “TRAINING” as knowledge for value
CHALLENGES FOR HIGHER EDUCATION - 3
informal learning processes, “-by-living”:
1. towards SUSTAINABLE UNIVERSITIES
concepts: - the experience economy, Pine&Gilmore(1999)
- industrial ecology
2. Learning as reflected in ENTREPRENEURSHIP
- the regional dimension
- the need for further research ...
… to promote entrepreneurial skills in a global environment, through the integration of:
• specific technical training
• experimentation
• interaction
establishing links between students with
different backgrounds and in different regions.
TOWARDS NEW PROGRAMS...
ENTREPRENEURIAL EDUCATION
Reactive attitudeReactive attitude
learnlearnAcquire
knowledgeAcquire
knowledge
apprehendapprehend
Develop new capacities, through experiencing
Develop new capacities, through experiencing
entrepreneurshipentrepreneurship
Use and create knowledge
Use and create knowledge
Technology spin-offsTechnology spin-offs
Group capacitiesIndividual competencies
Pro-active attitude
“OPEN UNIVERSITY”
Information technologies and... FLEXIBLE LEARNING...
TRADITIONALSCHOOL
FLEXIBLELEARNING
The same space
different times
Different spaces
same instant
Information Technologies and"Virtual Teaming"
Collocated Cross-OrganizationalCollocated
Distributed
Same Different
ORGANIZATION
Same
SPACETIME
DifferentDistributed
Cross-Organizational
Technology enabled learning (…?)
The concept: any time / any place
fully distributed
The tools: televideoconferencing
net meetings
ICQ
The question: up to which extent ?
1. COLLABORATIVE LEARNING AND VIRTUAL TEAMING IN SCIENCE AND TECHNOLOGY COMMERCIALIZATION
CASE STUDIES
a program developed at: IC2 INSTITUTE, Austin, USA ITESM, Monterrey, MX IST, Lisbon, PT
2. ON THE DESIGN OF FREE-FORM, COMPLEX PRODUCTS THROUGH COLLABORATIVE LEARNING
a case study on the design of a glass chair developed at: MIT, Boston, USA IST, Lisbon, PT
SOME CONCLUSIONS...
THE CONCEPT: the learning skill is the creative factor for economic development.
THE CHALLENGE: to promote the valorisation of human and intellectual capital, in a context favourable to innovation and wealth creation, where learning networks assume a critical role
THE TOOL: global networking through collaborative learning
and virtual teaming
1. COLLABORATIVE LEARNING AND VIRTUAL TEAMING IN SCIENCE AND TECHNOLOGY COMMERCIALIZATION
a program developed at: IC2 INSTITUTE, Austin, USA ITESM, Monterrey, MX IST, Lisbon, PT
CASE 1
NTBFs: characteristics and requirementsTypical characteristics: commercial and technological risks
limited guaranties
uncertain profitability
lack of cash flow
lack of business and venture culture
Their development and growth requires specific knowledge and instruments:
TECHNICAL COMPETENCIES ENTREPRENEURIAL CAPABILITIES RISK and DIVERSIFIED FINANCING PRODUCTS ACCESS TO INTERNATIONALISATION CHANNELS
THE LEARNING PHASES•Acquisition and development of technical competencies
….the processes of S&T commercialisation
•Acquisition and development of instrumental competencies
….entrepreneurial capacity
•Experiencing entrepreneurial realities
•Living and understanding the challenges of internationalisation
PHASE 1: TECHNOLOGY ASSESSMENT
•Understanding the entire technology commercialization
process;
•Develop the ability to assess a technology for its
commercial value.
The issues:
PHASE 1: TECHNOLOGY ASSESSMENT
The context:
regional, national, and global
The methods:•quick look assessment
•in-depth technology assessment
PHASE 1: TECHNOLOGY ASSESSMENT some technologies
•DNA “Typing” - Multiplex Polymorphism Analysis by Flow Cytometry for
High Throughput Screening (Los Alamos National Lab)
•Glass Furnace Monitoring and Control (IST)
•Fiber-Optic Distribution of Pulsed Power to Multiple Sensors (NASA)
•Remote Monitoring via Internet - RMI (IST)
•Competitiveness Intelligence Network Proporal (ITESM)
•Environmentally-Friendly Brick Production (Los Alamos National Lab)
•VRaptor: Assault Planning, Training or Rehearsal (Sandia National Lab)
PHASE 1: TECHNOLOGY ASSESSMENT planning firm start-up
IDEACOMPANY
FORMATIONPRODUCT
DEVELOPMENT
PROFITABLEOPERATIONS& GROWTH
A B
PHASE 1: TECHNOLOGY ASSESSMENT planning firm start-up: PHASE A
IDEA COMPANYFORMATION
WHAT’S NEEDED?Intellectual Property Protection Introduction to Investors
Company Conceptualization Seed Capital
Management Team Legal Advice
Business Plan Office Space
PHASE 1: TECHNOLOGY ASSESSMENT How to protect Intellectual Property?
Industrial Property:
• utility patents
• trademarks
• designs
• service marks
• trade secrets
Copyrights:
• literary works
• computer programs
• multimedia works
• audiovisual works
• informational databases
• authored works
Is IPP compatible with the emergence of the Knowledge Based Society?
PHASE 1: TECHNOLOGY ASSESSMENT planning firm start-up: PHASE B
COMPANYFORMATION
PRODUCTDEVELOPMENT
WHAT’S NEEDED?
Labs
Money
Staff
Management Guidance
Business Development
PHASE 2: BUSINESS OPPORTUNITY PLAN
The issues:
Creation and length of opportunity
Real and perceived value of opportunity
Risk and returns of opportunity
Opportunity versus personal skills and goals
Competitive situation
PHASE 3: BUSINESS PLAN
CONTENTS:
Introduction
Executive Summary
Industry Analysis
Description of Venture
Production Plan
Marketing Plan
Organization Plan
Assessment of Risk
Financial Plan
Appendices
Seed capital
Venture capital Mezzanine LMBO
Start-up Development-Capital Stock Exchange
Technological and commercial uncertainty
Venture capital market Share holders
Private informal investors Intervention of banks
Financial needs
Time in years
Sales
Results
Amount
Uncertainty
RD
Feasibility Creation Growth Development Maturity
The process of firm development
Family, Friends and Fools
Business Angels
Seed
Risk Capital
Commercial Banks
Stock Market
Investment Funds
Stages of enterprises’ development
THE DIFFERENT TYPES OF VENTURE CAPITAL
Start-up DevelopmentGrowth Maturity
High
Low
Lev
el o
f In
vest
ors
’ Ris
ks
MAJOR CHALLENGES:
Different cultures
Different time-zones
Complex communication technology
Lack of basic teaming skills
On the internationalisation of “NEW TECHNOLOGY-BASED FIRMS”
CASE 2
2. ON THE DESIGN OF FREE-FORM, COMPLEX PRODUCTS THROUGH COLLABORATIVE LEARNING
a case study on the design of a glass chair developed at: MIT, Boston, USA IST, Lisbon, PT
The ProjectDesign and Construction of a Glass Chair
A complex product, requiring
particular safety precautions,
careful handling,
and specific production expertise
Challenges:
Opportunities: Allows the creation of free forms,
promoting the development of new skills
“Solving all the functional problems is an intellectual exercise. That is a different part of my brain. It's not less, it's just different. And I make a value out of solving all those problems, dealing with the context and the client and finding my moment of truth after I understand the problem”
Frank Gehry
What role for a Technical University?
… Multidisciplinary orientation,
diversified environments!
…aimed to build new capacities,
able to create and use new knowledge
Complex Product Design: Capabilities Development
Design Development Capabilities
ProductionCapabilities
Design ProcessDevelopment
ProductionExperience
Knowledge Requiredfor Design Process Development
Knowledge about Production Problems
and Conditions
Learning before Doing Learning by Doing
Capabilities Required for Production
New Process Technology
"...we see the balance of work shifting
from stable, physically collocated functions
to dynamic, competency-based,
electronically collocated bussiness networks:
virtual teams that create value
by synthesizing information and knowledge across geographies and organizations.”
Metes, G. http://www.knowab.co.uk/wbwvirt.html,
99/04/20
The Project ImplementationMIT-Boston (USA)
Architecture students
Free-Form Design
IST-Lisbon (Portugal)
Civil Engineering Students
Structural Analysis
Mechanical Enginnering Students
Product Development
Product Liability and Safety
Mould Production and Glass Slumping Process
PHASE 1: design
Design Specification
Analysis
Structural safety
Construction Restraints
Design Optimization
PHASE 2: mold design and construction
Design Specification
Analysis
in-furnace operation
Design Optimization
Construction