A Journal of University-Industry-Government Innovation and Entrepreneurship
Table 6 Network overview
From: The public sector’s role in Norwegian network cooperation: triple helix or laissez-faire?
Cluster/network project | Member/membership alliances (2015/16) | Coincide with a physical value chain | Main activities in addition to: Seminar/conferences Arenas for networking | Reason why important (according to companies) in addition to: Innovation Relationship building Create/share/collect/use knowledge |
|---|---|---|---|---|
Maritime Association S&F | 64 | Yes | GAP analyses Supplier database | Meeting place business policymakers Meet new/important customers |
GCE Blue Maritime Cluster | 157 of 220 in the value chain | Yes | Representation (market and policymakers) Facilities funding opportunities | Branding Representation Networking arena Conferences |
NCE Maritime CleanTech | 55 | Springs from one, but only relevant for part | Facilitate R&D Apply for public grants Lobbying | Branding/reputation Mobilise R&D projects Networking Lobbying |
Arena Norwegian Smart Care Cluster | 100+ | No | Stage arenas for idea/project development | Network/learning seminars (bringing private and public actors together) |
NCE Smart Energy Market | 37 | No | Lobbying Competence brokering/facilitate R and D Stage arenas for idea/project development | Develop relations, ideas and research for business dev. Collaborative experimenting with disruptive tech. Branding + build/lend credibility Lobbying |