Civil Engineering Reference
In-Depth Information
• Networking to Expand Access to Technology Transfer Opportunities and Net-
working for Technological Support: The use of electronic networks for tech-
nology transfer is already being established in several places to stimulate
investment in S&T, R&D, technology transfer, development of commercial
potential of R&D, and spin-offs. Networks are necessary tools for facilitating
access to technology transfer opportunities worldwide. Electronic networks are
extremely useful tools to diffuse the benefits of technological support, providing
services such as technology assessment and forecasting, technology gateway
(assistance on technological choices and on marketing assessment of innovative
projects), and access to outside technical information. Theses services could also
be concentrated in one or a few centers and could be provided by public
agencies, private consultants, and business associations.
• Networking for Talent and Know-How: SMEs often do not have and cannot
afford the entire range of technical and business talents and know-how required
for success in local and global markets. The process of identifying and hiring
such talent and know-how on a short-term as-needed basis is also difficult for
smaller enterprises. Networks of talent and know-how would be a great asset
that would allow SMEs access to the experts at affordable rates and opportune
moments.
Established SME firms will be the initial focus of the network-building pro-
gram. However, as a longer term strategy there is a critical need to develop the
infrastructure and resources of the region in order to promote accelerated devel-
opment of knowledge-based firms from the bottom-up. The basic need is to
improve the process of knowledge transfer, acquisition, absorption, and diffusion.
Issues involved include basic and higher education, physical infrastructure con-
struction, and improved policy environments. These are potential areas for action
(Quandt
1998
):
• Creating and Strengthening Local Technopolis Management Structures: The
first step is creation of an organizational and functional structure for the local
cluster, preferably by leveraging existing groups and associations. This would
involve both private and public sector participants. Establishment of linkages
with other technopolis managers will enable a better understanding of stake-
holder needs and markets and will improve organizational methods. The crea-
tion of a permanent, dedicated business and technology information network
would make communications more continuous and interactive, rather than
sporadic exchanges that normally occur only at periodic meetings. In particular,
visits between key personnel of the regional network would greatly facilitate an
exchange of knowledge, technology, and know-how.
• Determining Educational Needs and Offering Training: Based on regional
descriptive profiles and targeted interviews with local stakeholders, educational
requirements for the LIPs and targeted companies can be ascertained. Courses
could then be offered through local workshops as well as via the Internet to help
improve the skills of local trainers. It is also necessary to build local skills and
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