How does the innovation system in the Spanish Tile Sector function?

How Does the Innovation System in the
Spanish Tile Sector Function?
1 Institute of Innovation and Knowledge Management, INGENIO (CSIC-UPV) - Valencia (ES) - dagalbal@ingenio.upv.es
2 Department of Sociology and Social Anthropology, Faculty of Social Sciences, University of Valencia- Valencia (ES) - daniel.gabaldon@uv.es
3 Innovation Studies, Copernicus Institute, Utrecht University (NL)
1
Daniel Gabaldón-Estevan1, 2, Marko P. Hekkert3
Instituto de Gestión de la Innovación y del Conocimiento

2
Index
• Introduction
• Theoretical framework
• Methodology
• Results
• Conclusions

IInnttrroodduuccttiioonn TThheeoorreettiiccaall ffrraammeewwoorrkk MMeetthhooddoollooggyy RReessuullttss CCoonncclluussiioonnss
3
We need tools to asses performance
Is being done all what is needed?
How dependent is the TIS from external agents?
Is it looked in?
But also for a prospective purpose
What are the challenges?
How aware and ready are the internal agents?

Functional approach
Jacobsson and Johnson, 2000;
4
Innovation is a collective and an interactive process
[…] “all important economic, social, political,
organizational, institutional and other factors that
influence the development, diffusion and use of
innovations” (Edquist, 2004, pp. 182)
Sectoral system
of innovation
(Breschi and Malerba, 1997;
Malerba, 2002)
Technological systems
(Carlsson and Stankiewitz, 1995;
Huges, 1984; Callon, 1992)
Evolutionist
perspective
(Nelson and Winter, 1977 y 1982)
National system
of innovation
(Freeman, 1987;
Lundvall, 1988, 1992; Nelson, 1993)
Regional system
of innovation
(Cooke, 1993 and 2001;
Saxenian, 1985; Jaffe et al., 1993)
(Bergek et al., 2008;
Edquist, 1997)
Knowledge Learning Heterogeneity Institutions Interrelations

Type of knowledge and variety in knowledge base;
Interaction / knowledge exchange;
Counteract resistance to change;
New directions of innovations;
Technological options;
Effects of new legislation;
New entrepreneurial activity;
Market evolution influence on innovation;
Capital, labour and other resources;
5
Functional approach

Methodology for the structural analysis
Legal & institutional framework
6
Technological
and advanced
services
providers’
environment
Methodology for the value chain analysis
Raw material
Design extraction
production
Frits, glaze &
ceramic colour
Tile
Machinery &
equipment
Distribution &
consumption
Productive
environment
Scientific environment
Adapted from Fernández, I., et al. (1996)
Semi-structured interviews
(24 ES e IT) tile
Semi-structured interviews (14)
frits, glaze and ceramic colour
Secondary analysis
(INE, SABI)

Functions analysis is based on idea that a well functioning innovation
system requires that a number of key activities takes place.
7
Methodology for the functional analysis
If this occurs, output of innovations is higher.
Knowledge development
and diffusion
Influence on the
direction of search
Market evolution
and competition
Entrepreneurial
experimentation
Legitimation / counteracting
resistance to change
Resource
mobilisation
Adapted from Johnson A. (2001)
Semi-structured interviews (15) including managers of ceramic, electro-mechanical,
glaze companies or atomization plants; representatives of
employers’ or workers’ associations; directors of research institutions
responsible for R&D for the industry; academics and consultants

8
Locating the industry
Onda
L’Alcora
Vila-real
Almazora Castellón
Sant Joan
de Moró

Department Stores Retailers
Grinding and spray-draying
Presses
Dryers
Glazing
Kilns
Auxiliary machines
Environment
Architectures and decorators Tilelayrs and reform
9
Clay, silica, etc.
extraction
Format design
Texture design
Silk-screen printing design
Catalogue design
Clay grind
Press
Draying & 1st firing if double firing*
Glazing and silk-screen printing
Firing (2nd firing if double firing)*
Selection and packing
Store and logistics
Construction firms
Final user (consumer & institutions)
Frits, glazes and ceramic
colours production
Hornos
Porcelain tiles
Frits and glazes
preparation
The tile value chain

Public administrations: EU, state, regional and local governments and legislations
Producers associations: ASCER, ANFFECC, ASEBEC, AFPE
Other associations: ATC, ANDIMAC, SECV, professional colleges
Fairs and promoting instruments: CEVISAMA & QUALICER
Chamber of Commerce, Industry and Sailing of Castellón
Productive environment
10
The tile innovation system
Legal &
Institutional
environment
Frits, glaze and ceramic colours
producers
Machinery and equipments
fabrication and repairs
Design, CAD/CAM & printing
systems companies
Other services for companies:
consulting, informatics,…
Technological & advanced
services environment University departments, CSIC & ITC - ALICER
IPC
Diverse semi elaborates
producers:
Scientific environment
ITC - ALICER
Ceramic tiles producers
Atomizers producers
Precooked tiles producers
Special pieces
Distribution
Adaptación de Fernández, I., et al. (1996)

reductions in materials use,
energy and water consumption
11
Analysing the dynamics and functionality of the TIS
Knowledge development
and diffusion
Influence on the
direction of search
Entrepreneurial
experimentation
Market evolution
and competition
a Schumpeter Mark II scenario competing on price is no longer a good
strategy
Legitimation / counteracting
resistance to change
increase in public awareness regarding
environmental and health issues
Resource
mobilisation
Infrastructures and financial capital fine,
some needs in human capital and
challenge in raw materials
Strength in physics, chemistry and engineering;
Weak in distribution and commercialisation,
technician crucial in the diffusion

12
Conclusions
Main developments are brought to tile from other industries,
and this is done by providers and technicians inside the
district
Competition is forcing a move from physics, chemistry and
engineering to marketing (from product to brand)
Increasing competition is forcing tile enterprises to
externalize R&D
Globalization force two strategies: brand or price (none
seems to leave space for R&D)
Difficulties for the final user to value the properties of the
product (push strategy) brand

Conclusions
Environmental laws demands new technologies to be
adopted, but in the short run is only of an additive nature
Demanded developments are those that will significantly
reduce the consumption of energy, materials and water
Tile 60% home vs. 40% exports (frits reverse) €/$ difficult
exports focus on EU
Home market is reducing new construction -> reposition,
facades, sidewalks
13
New entrepreneurial activity: logistics

Conclusions
Tiles companies: new products like white tiles, facades or
sidewalks; own shops and showrooms; mining activities.
Frits, glazes and colours: new plants in emerging countries,
new inks for white clay and for inject technology.
Capital goods: decoration technologies for white clay, inject
technology, bigger presses, laminam.
Atomizers: new plants for white clay treatment,
cogeneration.
14
Special pieces in crisis.

Thank you for your attention
Instituto de Gestión de la Innovación y del Conocimiento
Daniel Gabaldón-Estevan
INGENIO (CSIC-UPV)
Camino de Vera s/n - 46022 Valencia - SPAIN
dagalbal@ingenio.upv.es
www.ingenio.upv.es

How does the innovation system in the Spanish Tile Sector function?

Recommended

Recommended

More Related Content

Similar to How does the innovation system in the Spanish Tile Sector function?

Similar to How does the innovation system in the Spanish Tile Sector function? (20)

More from Daniel Gabadón-Estevan

More from Daniel Gabadón-Estevan (20)

Recently uploaded

Recently uploaded (20)

How does the innovation system in the Spanish Tile Sector function?

Editor's Notes