Especially the service-networks are rather small than the other types of networks (Table 5)
and it seems so that service-networks have the greatest problems in starting their projects.
|
Table 5 | |||||
|
Types of networks and size of networks 2001 | |||||
|
Service |
Poducer |
Research |
Networks without well- |
Total | |
|
the network is ... | |||||
|
small |
3 |
- |
2 |
3 |
8 |
|
medium-sized |
1 |
3 |
2 |
6 |
12 |
|
large |
- |
1 |
2 |
- |
3 |
|
Totai |
4 |
4 |
6 |
9 |
23 |
|
Source: Survey by DIW Berlin + Partner in |
he InnoRegio ne |
works, summer 2001. |
DIW | ||
Company performance
A relatively clear link exists between the implementation of projects and the proportion of
successful companies in the network. This is shown particularly clearly when the relationship
between the speed of implementation and the proportion of innovative companies in the
network is examined. Networks with a clearly above-average proportion of innovative
companies are more likely to be able to develop their projects to the approval stage than
those with a clearly below average proportion (Table 6).
|
Table 6 |
_ |
_ | ||
|
Enterprise performance and | ||||
|
Proportion of |
high-performanced companies |
Total | ||
|
far above |
average |
far below | ||
|
networks starting implementation ... | ||||
|
very fast |
- |
4 |
- |
4 |
|
fast |
4 |
- |
2 |
6 |
|
slowly |
2 |
2 |
5 |
9 |
|
Total |
6 |
6 |
7 |
19 |
|
Source: Survey by DIW Berlin + Partner in |
he InnoRegio ne |
works, summer 2001. |
DIW | |
It is particularly remarkable that practically all networks with a relatively low proportion of
successful companies can only begin to implement their projects at a later stage.
Presumably, this is because companies that extensively undertake research stand out as
being more professional and goal-oriented when implementing research than those with less
research experience. Their projects therefore generally have a higher level of sophistication,
which encourages the award of financial support.
17