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Presentation Amsterdam Sabine Hafner
 

Presentation Amsterdam Sabine Hafner

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    Presentation Amsterdam Sabine Hafner Presentation Amsterdam Sabine Hafner Presentation Transcript

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