This document summarizes a presentation about regional governance and leadership models in three Dutch regions: Brainport Twente, Amsterdam Metropolitan Area, and Brainport Eindhoven. It finds that the regions have different network models for governance based on their history and resources: Brainport Twente uses separate "silos", Brainport Eindhoven a dense "beehive" structure, and Amsterdam a looser "flocks" model. Leadership is sometimes lacking but can be effective if connective, and balance is needed between bottom-up and top-down approaches. Further research on multiple helix strategic networks and their effectiveness is warranted.

1. Titel presentatie
[Naam, organisatienaam]
Working Day - Track: Academic Track
Collaborative Learning
Monique Roso
Associate researcher USE / Institutions
Regional governance and
leadership: 3 Dutch cases

2. Regional governance and
leadership: 3 Dutch cases
Monique Roso
November 10, 2016
associate researcher USE / Institutions
Utrecht School of Economics

3. 3
Utrecht School of Economics

4. Research team
Prof. dr. Erik Stam – Utrecht University
Prof. dr. Georges Romme – Eindhoven University of Technology
Monique Roso, MSc – Utrecht University
Dr. Jan Peter van den Toren – Birch Consultants
Bas van der Starre MSc – Birch Consultants
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Utrecht School of Economics

5. Entrepreneurial ecosystem
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Utrecht School of Economics
Stam & Spigel 2016

6. Regional economic comparison
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Utrecht School of Economics
Brainport Twente Amsterdam
Metropolitan
Area
GDP growth, 2011-2014
(annual growth)
1.224% -0.003% 1.73%
Active labour force (N, 2014) 370,000 298,000 1,265,000
Higher educated active labour
force (% of total, 2014)
35.2% 30.1% 41.6%
Business dynamics, 2011-2015
(annual growth of N businesses)
2.4% 2.2% 3.42%
Gazelles (N, 2014) 15 10 69
Gazelles (rate) 0.99 0.92 1.13
R&D expenditure (% of GDP) 7.86% 1.05% 1.14%
Innovation expenditure (% of
GDP)
8.94% 1.73% 1.67%

7. 7

8. Governance model Twente: silos
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Utrecht School of Economics
Kennispark
Twente
HEIs
governments
Twente
Region
governments
Twente
Board
triple
helix
(former
Strategy
Board)
Topteam
triple
helix
(redevelop-
ment
Twente
Airport)
Techno-
logie-
kring
SMEs
in
high tech
Ambitions: entrepreneurship, economic recovery, structural change

9. 9

10. Governance model Brainport: beehive
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Brainport
Industries
(OEMs and
suppliers)
Brainport
Development
(cluster
initiatives)
Brainport
Foundation
(3H board)
Brainport
Network
(govern-
ments)
business
circles
public-private
partnerships
(R&D,
education)
Ambitions:
international
competitiveness
and resilience

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12. Governance model Amsterdam Area: flocks
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communities
(innovation, business)
* startup
environment
* general
business
environment
* living labs for
innovation
Amsterdam
Economic Board
governments
(City Region)
HEIs
(AAA)

13. Some conclusions
• different types of networks for regional governance,
built upon different institutional fundamentals
(history, culture, routines, financial resources). No
one-size-fits-all model
• leadership: sometimes lacking, when present it is
connective (mayors, communities) - and it pays off
• need to balance between (bottom-up) self-
organization and top-down leadership.
• identify change agents
• collective strategies promote collaboration
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Utrecht School of Economics

14. Further research
• extensive knowledge on business networks
• extensive knowledge on policy networks
• execution of triple helix collaboration (academia -
business - government)
• knowledge on processes of multiple helix strategic
networks ?
• knowledge on effectiveness of multiple helix helix
regional strategic networks?
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Utrecht School of Economics