Presentation Amsterdam Sabine Hafner


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Presentation Amsterdam Sabine Hafner

  1. 1. Policies for firms or for individuals? The case of Munich Sabine Hafner Ludwig Maximilians University, Munich
  2. 2. Stories of Success explanations of the regional sciences <ul><li>employees-orientated approach </li></ul><ul><li>(R. Florida) </li></ul><ul><li>Creative Class generates new knowledge which produces added value </li></ul><ul><li>Policy-missions: </li></ul><ul><ul><li>developing „soft factors“ </li></ul></ul><ul><ul><li>improving the working and living conditions of creative knowledge workers </li></ul></ul><ul><li>institutional-orientated approach </li></ul><ul><li>(M. Porter, A. Scott) </li></ul><ul><li>Institutional requirements of generating knowledge and learning in regional production systems </li></ul><ul><li>Policy-mission: improving the correlation and interrelationsship between producers, service providers, suppliers, research organisations </li></ul>
  3. 3. Munich <ul><li>Capital and administrative centre of Bavaria </li></ul><ul><li>1.4 millions inhabitants </li></ul><ul><li>Munich: a strong business location: </li></ul><ul><ul><li>„ Munich Mix“ </li></ul></ul><ul><ul><li>Technology intensive and creative branches </li></ul></ul><ul><ul><li>Dynamic labour market </li></ul></ul><ul><ul><li>Low employment rate: 4.4 % in 2008 </li></ul></ul><ul><ul><li>High purchasing power: 24.700 Euros per capita </li></ul></ul><ul><ul><li>Positive demographic development </li></ul></ul><ul><ul><li>High quality of living </li></ul></ul>
  4. 4. Impressions of Munich
  5. 5. Munich as a Creative Knowledge City 15,2 18,0 24,4 Knowledge intensive industries
  6. 6. Technology and innovation policies of the state of Bavaria <ul><li>Future Bavaria Initiative (1994 – 1999): 2.65 billions € </li></ul><ul><li>High Tech Initiative (1999 – 2005): 1.35 billions € </li></ul><ul><ul><li>Start-up centres </li></ul></ul><ul><ul><li>Promotion of innovative networks </li></ul></ul><ul><ul><li>New university buildings </li></ul></ul>
  7. 7. Cluster Initiative since February 2006; 50 mio. € Aim: to build state-wide networks interlinking business and scientific potential in 19 defined clusters  Funds are smaller  Investments benefit the city and the Munich region  Supports communication processes and dialogue approaches <ul><li>Financial services </li></ul><ul><li>Media </li></ul><ul><li>ICT </li></ul><ul><li>High-performanceElectronics </li></ul><ul><li>Mechatronics and automation </li></ul><ul><li>Biotech-nologies </li></ul><ul><li>Medical Technologies </li></ul><ul><li>Energy technologies </li></ul><ul><li>Forestry products </li></ul><ul><li>Food processing industry </li></ul><ul><li>Environ-mental technologies </li></ul><ul><li>Materials engineering </li></ul><ul><li>Chemical Industries </li></ul><ul><li>Nanotech-nologies </li></ul><ul><li>Automotive Engineering </li></ul><ul><li>Railway technology </li></ul><ul><li>Logistics </li></ul><ul><li>Aerospace </li></ul><ul><li>Satellite navigation </li></ul>Service/ Media ICT/Electronics Environment Materials engineering Mobility
  8. 8. Employees-orientated approach <ul><li>Initiation of an employees-orientated approach by the Department of Labour and Economic Development of the City of Munich </li></ul><ul><li>Questionnaire of creative knowledge workers </li></ul><ul><ul><li>What qualities must Munich possess if it is to attract and retain creative knowledge workers? </li></ul></ul><ul><ul><li>What do they expect of the environment in which they live and work? </li></ul></ul><ul><ul><li>How „liveable“ is Munich? </li></ul></ul><ul><ul><li>Does the city give them sufficient freedom and inspiration? </li></ul></ul>
  9. 9. Creative and knowledge workers <ul><li>Distinction between creative workers and knowledge workers </li></ul><ul><li>Not a homogeneous group: different needs with regard to where they live, what they do in their free time, how long they work and the conditions in which they work </li></ul><ul><li>Knowledge workers live and work in the city fringe or suburbia; creative workers prefer the city  attracted by a special atmosphere </li></ul><ul><li>Creative workers tend to work longer hours then the knowledge workers i n order to secure their income and livelihood </li></ul><ul><li>Both groups value the city´s quality of life: the urban flair, the variety of shopping facilities, and the diversity of cultural amenities </li></ul><ul><li>Creative workers bemoan the absence of the creative subculture </li></ul>
  10. 10. Policies for creative knowledge workers <ul><li>Broad approch to policies for urban development </li></ul><ul><ul><li>Good transport infrastructure </li></ul></ul><ul><ul><li>Affordable housing </li></ul></ul><ul><ul><li>Provision of high quality child care facilities </li></ul></ul><ul><li>Strategic location management for creative workers </li></ul><ul><ul><li>Creative workers need freedom and „undetermined locations“  present them affordable spaces which they can use flexibly and allow temporay use </li></ul></ul><ul><ul><li>Start-up centres in the creative industries </li></ul></ul><ul><ul><li>Creative experiments  e.g. modification of regulations for cultural performances in public spaces </li></ul></ul>
  11. 11. Conclusions <ul><li>Institution-based perspective is NOT sufficient to successfully promote creativity and knowledge </li></ul><ul><li>Strategic location management MUST focus on the beares of know-how and their creaters – the individuals </li></ul><ul><li>Policies for firms AND for individuals </li></ul><ul><li>BUT: Creativity can only be partly planned </li></ul><ul><li>Creative workers possess a high potential of motivation and readiness to act which fosters self-governance </li></ul><ul><li>Indirect approaches in policies play a much more important role in improving governance frameworks than in other sectors </li></ul>