DOCSLIB.ORG

Hyundai Motor to Establish Hyundai Mobility Global Innovation Center in Singapore

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Hyundai Motor to Establish Hyundai Mobility Global Innovation Center in Singapore EMBARGOED UNTIL MARCH 31, 08:00 (SGT) / 09:00 (KST) Hyundai Motor to Establish Hyundai Mobility Global Innovation Center in Singapore The open innovations lab will explore ideas to revolutionize processes encompassing R&D, business and production for future mobility solutions The lab will develop and validate new business concepts in collaboration with various partners in Singapore for global application Hyundai will accelerate development of a human-centered smart manufacturing platform Hyundai to reach new markets and customers by focusing on innovation to transform automotive R&D, production and sales SEOUL, March 31, 2020 – Hyundai Motor Company will establish a Hyundai Mobility Global Innovation Center in Singapore (HMGICs) to accelerate its innovation efforts, with support from the Singapore Economic Development Board (EDB). The new innovative lab will be located in Singapore’s Jurong Innovation District, a one-stop advanced manufacturing hub developed by JTC Corporation, housing a vibrant ecosystem of researchers, technology and training providers and factories of the future. HMGICs will occupy a footprint of 44,000 m2 with the building area of 28,000 m2. Construction will begin in May with completion expected in second half of 2022. As an open innovation lab, HMGICs will help ensure the company’s transformation into a smart mobility solution provider and secure its sustainable growth. The lab will explore business ideas and technologies to revolutionize a value chain encompassing R&D, business and production for future mobility solutions. It also will help define the future business direction for the company. HMGICs will become Hyundai’s global open innovation hub. The lab, through open innovation on multiple fronts, will explore and prove new future mobility business concepts for eventual expansion into global markets. Combining Hyundai’s open innovations efforts with Singapore’s fertile atmosphere, HMGICs will validate concepts including multi-modal mobility service. Hyundai Motor Company 12, Heolleung-ro, Seochogu, T +82 2 3464 2063 www.hyundai.com Seoul, 137-938, Korea The lab will also spearhead efforts to reach new markets and customers with cutting-edge technologies that will transform automotive R&D, production and sales. Combining AI, Internet of Things (IoT) and other advanced technologies, the lab will create a human-centered smart manufacturing platform that will be validated through a small pilot EV production facility. In conjunction with the platform, an innovative product development process and on-demand production system will be tested and proven. “The Hyundai Mobility Global Innovation Center is an exciting addition to Singapore’s growing Mobility ecosystem. Its focus on innovative business concepts and the development of a smart manufacturing platform, leverages the research and innovation capabilities, and the value that Singapore provides to companies that want to develop, testbed and create new solutions for the world,” said Mr. Tan Kong Hwee, Assistant Managing Director, EDB. “HMGICs will be a testbed to explore and validate the future Hyundai is envisioning. Combining Hyundai’s innovative spirit and Singapore’s fertile atmosphere, we will develop ground-breaking businesses and future technologies,” said Bo Shin Seo, President at Hyundai Motor Company. Singapore ranked first place in the World Economic Forum’s 2019 Global Competitiveness Report. Singapore’s competitiveness stems from its strategic location, competitive workforce, pro- business environment, and forward-looking economic policies. With a strong track record for open innovation, Singapore is an ideal location for Hyundai to test its innovative ideas such as HMGICs. As part of its Smart Nation initiative to drive the adoption of digital innovation across industries, Singapore is actively fostering the use of digital technologies such as AI, digitalization, and smart urban mobility. Proving new mobility business opportunities through open innovation Hyundai, through HMGICs, will work closely with Singapore’s forward-thinking firms and educational institutions to pursue open innovation. The company plans to collaborate with competitive local partners to test and validate innovative solutions for advanced mobility services. Hyundai also will pursue open innovation with world-class educational institutions such as the Nanyang Technological University by conducting joint projects as well as co-founding separate research centers. HMGICs will facilitate collaboration opportunities by deploying key engineers and relevant organizations from Hyundai’s R&D centers. The lab also will be home to members of the Hyundai CRADLE innovation hub and AI Research (AIR) Lab to maximize synergies. With Hyundai CRADLE’s presence in Singapore, the company will expand its global innovation network to Southeast Asia, with hubs already established in Korea, U.S., Israel, Germany and China. The lab also will test a service using multiple modes of transport, as well as on-demand shuttle and last-mile mobility via e-scooter. In addition, Hyundai will review a potential collaboration on a pilot study for Singapore’s Smart City project. Hyundai Motor Company 12, Heolleung-ro, Seochogu, T +82 2 3464 2063 www.hyundai.com Seoul, 137-938, Korea HMGICs will expand new business opportunities proven in Singapore to global markets. Hyundai to secure new markets and customers with revolutionary technologies With HMGICs in place, Hyundai Motor will seek ways to implement smart technologies that will transform the automotive value chain including development, production and sales. Hyundai expects to secure new markets and customers through the effort. HMGICs aims to establish a human-centered smart manufacturing platform and present a vision of next-generation manufacturing for future vehicles. The new platform will not only be highly automated but also integrate AI, Internet of Things (IOT), digitalization and robotics. When realized, Hyundai’s new manufacturing platform will help make automotive plants safer and greatly diminish the physical burden for workers, using manpower only where necessary. As part of the project, HMGICs will establish a small-scale pilot EV production facility as a testbed for human-centered manufacturing platform. EV production is especially suitable for a smart manufacturing platform, because EVs have fewer parts compared to vehicles with internal combustion engines. In addition, HMGICs will test an on-demand production system, allowing customers to build their vehicles with a wider range of customization options. At HMGICs, Hyundai also aims to study new methods of vehicle development conducive to smart manufacturing while further increasing use of virtual reality (VR) technology in the vehicle development process. Hyundai’s transformation into Smart Mobility Solution Provider Hyundai Motor in December announced a new vision for the company called Strategy 2025, aiming to transform into a Smart Mobility Solution Provider with two core business pillars of Smart Mobility Devices and Smart Mobility Services. Of the two pillars, Smart Mobility Services will be a key future growth driver for Hyundai, bringing together devices and services to offer customers a personalized mobility lifestyle. The company plans to leverage its customer base to provide vehicle services such as maintenance, repair, financing, insurance and charging. To do this, Hyundai will build a smart mobility platform that analyzes customer data based on vehicle utilization, leveraging increased connectivity. By gaining a better understanding of customers’ needs, the company will be able to offer services tailored to every aspect of customers’ lives, including shopping, delivery, streaming and mobility services. Strategy 2025 also details regional optimization for Smart Mobility Services. In the U.S., car-sharing and robo-taxi services will capitalize on the anticipated commercialization of autonomous vehicles of SAE Level 4 or higher. In Korea, Asia and Australia, Hyundai plans to enter the mobility service market by partnering with leading local players. In Europe and Russia, where the service industry is mature, the company will focus on businesses that combine products and services. Hyundai Motor Company 12, Heolleung-ro, Seochogu, T +82 2 3464 2063 www.hyundai.com Seoul, 137-938, Korea HMGICs is expected to accelerate Hyundai’s transformation into a Smart Mobility Solution Provider. – End – About Hyundai Motor Company Established in 1967, Hyundai Motor Company offers a range of world-class vehicles and mobility services in more than 200 countries. Hyundai Motor sold more than 4.4 million vehicles globally in 2019, and currently employs some 120,000 personnel worldwide. The company is enhancing its product lineup with vehicles designed to help usher in a more sustainable future, while offering innovative solutions to real-world mobility challenges. Through the process Hyundai aims to facilitate ‘Progress for Humanity’ with smart mobility solutions that vitalize connections between people and provide quality time to its customers. More information about Hyundai Motor and its products can be found at: http://worldwide.hyundai.com or http://globalpr.hyundai.com Disclaimer: Hyundai Motor Company believes the information contained herein to be accurate at the time of release. However, the company may upload new or updated information if required and assumes that it is not liable for the accuracy of any information interpreted and used by the reader. Contact: Jin Cha Global PR Team / Hyundai Motor Company [email protected] +82 2 3464 2128 Hyundai Motor Company 12, Heolleung-ro, Seochogu, T +82 2 3464 2063 www.hyundai.com Seoul, 137-938, Korea .
Load more

Recommended publications
  • Nataliia Ostrytska
    Nataliia Ostrytska INTELLECTUAL PROPERTY PROTECTION IN OPEN INNOVATION PROCESS UNIVERSITY OF JYVÄSKYLÄ FACULTY OF INFORMATION TECHNOLOGY 2020 ABSTRACT Ostrytska, Nataliia Intellectual property protection in open innovation process Jyväskylä: University of Jyväskylä, 2020, 47 pp. Information Systems, Master’s Thesis) Supervisor: Hämäläinen, Timo Abstract This master thesis considers Intellectual Property Protection in an Open Innovation. Open Innovations and IPR are looking like totally contradicting approaches. This work tries to provide that they could be used in the same Innovation process. Keywords: Innovation, Innovation prossess, Open Innovation OI, Closed Innovation, Intellectual Property Protection IPR, Trademark, Trade Secret, Patent, Database Right, Design Right, Copyright 4 FIGURES FIGURE 1 Innovation process 8 FIGURE 2 Open innovation process (simplified) 10 FIGURE 3 Factors, leading to open innovation model appearance 14 FIGURE 4 Disadvantages of Open Innovation model 17 FIGURE 5 IPR types 21 5 TABLE OF CONTENTS ABSTRACT 2 FIGURES 3 1 INTRODUCTION 7 1.1 Study background 7 1.2 Research goals 12 1.3 Thesis structure 13 2 LITERATURE REVIEW 14 2.1 Concept of Open Innovation 14 2.2 Main problems of open innovation 17 2.3 Intellectual Property Right 20 2.4 IPR in OPen Innovation in modern world 22 3 IPR IN OPEN INNOVATIONS 25 3.1 Signaling role of IP in Open Innovations 25 3.2 The balance between IPR and Open Innovation 27 3.3 IP licensing 35 3.4 Patents, Copyrights and Trademarks in Open Innovations 39 CONCLUSIONS 44 REFERENCES 48 6 1 INTRODUCTION This chapter provides an introduction to the thesis. Here would be explained the background of the study and research questions.
    [Show full text]
  • Cross-Border Cooperation ENPI 2007-2013 in EN
    TUNNUS Tunnuksesta on useampi väriversio eri käyttötarkoituksiin. Väriversioiden käyttö: Pääsääntöisesti logosta käytetään neliväriversiota. CMYK - neliväripainatukset kuten esitteet ja värillinen sanomalehtipainatus. PMS - silkkipainatukset ym. erikoispainatukset CMYK PMS Cross-border C90% M50% Y5% K15% PMS 287 C50% M15% Y5% K0% PMS 292 C0% M25% 100% K0% PMS 123 cooperation K100% 100% musta Tunnuksesta on käytössä myös mustavalko- , 1-väri ja negatiiviversiot. Mustavalkoista tunnusta käytetään mm. mustavalkoisissa lehti-ilmoituspohjissa. 1-väri ja negatiiviversioita käytetään vain erikoispainatuksissa. Mustavalkoinen 1-väri K80% K100% K50% K20% K100% Nega Painoväri valkoinen The programme has been involved in several events dealing with cross-border cooperation, economic development in the border area and increasing cooperation in various fi elds. Dozens of events are annually organised around Europe on European Cooperation Day, 21 September. The goal of the campaign is to showcase cooperation and project activities between the European Union and its partner countries. The project activities result in specialist networks, innovations, learning experiences and the joy of doing things together. Contents Editorial, Petri Haapalainen 4 Editorial, Rafael Abramyan 5 Programme in fi gures 6-7 BUSINESS AND ECONOMY 8 BLESK 9 Innovation and Business Cooperation 9 RESEARCH AND EDUCATION 10 Arctic Materials Technologies Development 11 Cross-border Networks and Resources for Common Challenges in Education – EdNet 11 TECHNOLOGY AND INNOVATIONS 12 Open Innovation Service for Emerging Business – OpenINNO 13 International System Development of Advanced Technologies Implementation in Border Regions – DATIS 13 SERVICES AND WELL-BEING 14 IMU - Integrated Multilingual E-Services for Business Communication 15 Entrepreneurship Development in Gatchina District - GATE 15 TOURISM 16 Castle to Castle 17 St.
    [Show full text]
  • The World Economy Is in the Process of Search for Development Sources
    “The world economy is in the process of search for development sources. Today the ability to create, promote and distribute innovations is the key competitiveness factor. The Asia and Pacific region countries – these are, of course, China, India, Japan, South Korea, Vietnam, Malaysia, Singapore - have obtained quite significant results during the recent years, and this makes us speak about the emerging new global economic power pole. Russia is the country which lives both in Europe and Asia and we are interested in strengthening of our positions in the Pacific Region. We are ready to jointly participate in forming of new markets, build in into high-tech production chains and sources of added value. And here, of course, China and Russia have tremendous opportunities for cooperation,” said Prime Minister of the Russian Federation Dmitry Medvedev at the Forum Plenary Meeting. “Innovations are the eternal engine of human progress. Now big changes and deep restructuring are taking place in the world. This means that innovations must touch on larger spheres and we cannot cope with the process alone. We need openness, readiness to cooperate and share our success with our partners. With increasing economic globalization and informatization the countries of the world need to join efforts for cooperation in the innovation sphere in order to accumulate knowledge and values and hence solve the development problems. This is what constitutes the sense of open innovations,” believes Premier of the State Council of the People’s Republic of China Li Keqiang. In the opinion of Arkady Dvorkovich, Deputy Prime Minister of the Russian Federation, the system of innovation development needs to be de-centralized and made more transparent.
    [Show full text]
  • Innovation Networks Modeling Within the Concept of Open Innovations
    International Journal of Economics and Financial Issues ISSN: 2146-4138 available at http: www.econjournals.com International Journal of Economics and Financial Issues, 2016, 6(1), 192-198. Innovation Networks Modeling Within the Concept of Open Innovations Irina A. Zaraychenko1*, Aleksey I. Shinkevich2, Mikhail Y. Shvetsov3, Klavdiya G. Erdyneyeva4, Lidiya A. Bordonskaya5, Aleksandra E. Persidskaya6, Sofya A. Rozhkova7, Aleksandr A. Afanasyev8 1Kazan National Research Technological University, Kazan, Russia, 2Kazan National Research Technological University, Kazan, Russia, 3Transbaikal State University, Chita, Russia, 4Transbaikal State University, Chita, Russia, 5Transbaikal State University, Chita, Russia, 6Transbaikal State University, Chita, Russia, 7The Municipal Educational Budgetary Institution of Additional Education of Children “Children’s Art School,” Chita, Russia, 8Ural Branch of the Russian Academy of Sciences, Yekaterinburg, Russia. *Email: [email protected] ABSTRACT The urgency of the problem discussed in the article is caused by necessity to search for effective forms of innovation activities’ implementation, providing a maximizing of innovative resources’ impact by strengthening relationships between entities of the innovation process. The purpose of the article is to develop a model of innovation network, facilitating the acceleration of the diffusion of innovation by increasing its throughput capability and maximum use of the resources of the state innovation system. The leading approach to the study of this problem is the system approach, according to which the interaction of entities in the innovation process is considered as a complex mechanism of communications, ensuring the transformation of innovative ideas into marketable final product. In this paper, a model of innovation network, meeting the requirements of the concept of open innovation, based on the effect of increasing returns of resources is proposed and the mechanism and the necessary conditions for its functioning are described.
    [Show full text]
  • Humanitarian Disruptive Open Innovation Omidyar Network
    Foreign Innovators [Dr. ILAN BIJAOUI] Chapter 5 Infrastructure disruptive open innovation ICT in developing nations Humanitarian disruptive open innovation Omidyar Network Humanitarian disruptive innovation meets basic needs Omidyar Network considers the worldwide and develops income-generating activities. It can advancement comprehensively, with an eye toward emerge from adaptation and learning within financial and political strengthening (insidephilantropy humanitarian organizations. It can come from new site). partnerships in order to improve local infrastructure. It originates from innovators adapting or developing It is the brainchild of eBay originator Pierre Omidyar innovations solving humanitarian problems in and his significant other, Pam, a geneticist via developing countries. We outline the role played by preparing. Omidyar bolsters both charitable and immigrant or foreign innovators in two main domains, revenue driven associations. Omidyar just offers help infrastructure disruptive innovation and frugal disruptive on the off chance that it centers around one of the innovations. system's five needed activities, Consumer Internet and Mobile. Instruction, Financial Inclusion, Governance Introduction and Civil Engagement and Property Rights. Communities around the world are affected by crisis Omidyar Network coneded $4.5 Million of every 2009 to and seek for innovations adapted to their ecosystem Opportunity International to configuration make and (Betts et al, 2015). Innovators faced with significant actualize new electronic and versatile keeping money constraints, found solutions of their own and navigated advancements that will lessen transfer expenses and in new and challenging environments. Some of them make microfinance administrations accessible to more used their experience in order to propose responses to individuals in Sub-Saharan Africa (omidyar affected communities by using open innovations microfinance site).
    [Show full text]
  • Foreign Innovators Generators of Open Innovation
    American Journal of Innovative Research and Applied Sciences. ISSN 2429-5396 I www.american-jiras.com REVIEW ARTICLE FOREIGN INNOVATORS GENERATORS OF OPEN INNOVATION | llan Bijaoui *1 | *1. Graduate School of Business Management | Bar Ilan University | Ramat Gan | Israel | | Received | 25 November 2017 | | Accepted | 30 December 2018 | | Published 08 January 2019 | | ID Article | Bijaoui-ManuscriptRef.1-ajira251218 | Abstract Background: Immigrant innovators come to the host country with a different cultural background and have to adapt themselves to the local needs and behavior. Other foreign innovators cooperating with MNCs have also to find the way to be integrated and not to be classified as outsiders. Aims: We intend to prove that immigrant and other foreign innovators carry with them inflow of outside knowledge and change the outpourings of knowledge in host countries into discontinuous and disruptive open innovations. Our Method: Patents or diploma statistics cannot express the impact of foreign innovators on innovation processes. A case by case analysis is necessary in order to evaluate the impact of their researches. Results and Conclusion: The commitment of immigrant and other foreign innovators is greater and more diversified than inborn innovators due to the discontinuous and disruptive innovation processes they generate. Their contribution is in an extensive variety of key segments. A positive ecosystem around cooperation with foreign innovators could contribute to a more valuable development for home and host countries. Keywords: disruptive, discontinuous, immigration, foreigners, BoP, MNCs. 1. INTRODUCTION Lundvall (1992) [1] considers innovation to be an on-going procedure of getting the hang of, seeking and investigating, which result in innovative items and new or improved markets [1].
    [Show full text]
  • EU-Russia Cooperation in the Open Innovations Format
    __________________________________________PROCEEDING OF THE 10TH CONFERENCE OF FRUCT ASSOCIATION FRUCT: EU-Russia Cooperation in the Open Innovations Format Sergey Balandin Ekaterina Dashkova Yevgeni FRUCT Association FRUCT Association Kucheryavy FRUCT Oy, Yaroslavl Demidov FRUCT Association Helsinki, Finland State University Tampere University of [email protected] Yaroslavl, Russia Technology Tampere University of Tampere, Finland Technology [email protected] Tampere, Finland [email protected] Abstract Continuous development of the partnership between industrial and academic research is a key factor required to support further growth and success of the innovation ecosystem. Scientific groups in universities and other academic organizations usually have not strong enough connections to the existing industries, which benefit from early access to the research results and information about main trends. Many research groups are active in applied their results, but to be efficient and grounded they need from industry information about up-to-date trends and promotion of their solutions. At least one more key issue for strengthen the connection between academia and industry can be mentioned. It is narrowing the time frame between a moment of innovation and its adoption by the industry. According to the points listed above we decided to build an open innovation framework targeted in developing partnership between industrial and academic research, which should help to find right research partners and simultaneously discover and incubate new competences. Nowadays the USA universities are the recognized leaders in adaptation of the academic research and education to the existing industrial needs. This situation creates a strong demand for quick and adequate actions from universities in Russia and Europe.
    [Show full text]
  • New Open Innovation Platform for Emerging Economies
    International Journal of Research and Scientific Innovation (IJRSI) | Volume IV, Issue X, October 2017 | ISSN 2321–2705 New Open Innovation Platform for Emerging Economies Satya Narayanan, Sujit Bhattacharyya, Anurag Bansal, Sarvjeet Herald, Neha Shreya, Poulomi Ganguly CL Educate Ltd.A-41, Espire Building, Mohan Cooperative Industrial Area, Main Mathura Road, New Delhi- 110044 Abstract: - Innovation has been the most important enabler for B. Value added manufacturing as percentage of GDP the emergence of powerful regions and countries over the past and percapita. many centuries. The invisible shift in the center of gravity of the C. Number of domestically domiciled publicly traded power-centers happens relentlessly on the basis of innovations at high techcompanies. various hotbeds across the globe. Institutions of higher learning D. Total enrolment of post-secondaryeducation. brought in a huge supply of youth and their inventive skills, the corporate organizations created demands for these innovations E. Research personnel - professionals working in R&D along with their expertise of innovation management, the per one million ofpopulation. strength of implementation and the much-needed supply of fund. F. Patents filings per million population and per $100 This paper presents a new open innovation platform known as BillionGDP. Worldwide Academia Industry Network (WAIN) for emerging economies empowered by youth. We have found that though India fared especially poorly in the parameters B, D, E and F. corporate organizations are the leading indicators of the While poor performance in B can be argued as India being a innovativeness of the economy, an important lagging indicator is knowledge driven economy, there may not be an important the quantum and efficacy of research happening at the thrust on value added manufacturing.
    [Show full text]
  • J. Ramon Gil-Garcia
    J. RAMON GIL-GARCIA University at Albany, State University of New York (SUNY) 135 Western Avenue, Milne Hall 317, Albany, NY 12203, USA Tel.: (518) 442-3892; Fax: (518) 442-3886 [email protected] ORCID: 0000-0002-1033-4974 ACADEMIC APPOINTMENTS University at Albany, State University of New York, Albany, New York, United States. Rockefeller College of Public Affairs and Policy Associate Professor of Public Administration and Policy. August 2014 – Present. Chair of the Information and Technology Management (ITM) Concentration. Research Director, Center for Technology in Government, July 2013 – Present. Research Interests: Digital Government Determinants of Success, Measures, and Impacts; Collaborative Digital Government; Inter- Organizational Collaboration and Information Integration; Smart Cities and Smart Governments; Data and Data Analytics for Decision Making; Artificial Intelligence in Government; Adoption and Implementation of Emergent Technologies; Digital Divide Policies; Information Technologies in the Budget Process; Information Technologies and Organizations; Education Administration and Policy; New Public Management; Public Policy Evaluation; and Multi-Method Research Approaches. Centro de Investigacion y Docencia Economicas (CIDE), Mexico City, Mexico. Department of Public Administration Professor. July 2013 – August 2014 (On sabbatical). Associate Professor. October 2010 – June 2013. Assistant Professor. August 2007 – September 2010. Founding Director, Data Center for Applied Research in Social Sciences, January 2008
    [Show full text]
  • Skolkovo Technopark Moscow, Russia
    Skolkovo Technopark Moscow, Russia FORINNOVATIONS.RU 2 OPEN INNOVATIONS FORUM LARGEST INTERNATIONAL TECHNOLOGY EVENT IN RUSSIA Launched in 2012, Open Innovations is Russia’s leading platform for entrepreneurs, corporations, scientists, and government officials from all over the world gathering to discuss most important technological trends and their economical and social impact. Open Innovations practical focus is to help all kinds of technology businesses find new opportunities for development, connect with investors, partners and government officials. FORUM TECH SHOWROOMS 3-day program Customer-focused technology expo 150+ events 200+ exhibitors 550+ speakers from all over the world 8 000 sq. m. atrium VENUE PARTICIPANTS Skolkovo Technopark – 10,000+ people a new center of gravity 100+ countries for tech scene in Europe tech companies, startups, industry leaders, investors, visionaries, FORINNOVATIONS.RU government, scientists Organized by Skolkovo with the support of the Government of the Russian Federation and co-organizers: the Ministry of Economic Development of the Russian Federation, the Moscow City Government, RUSNANO Group, Russian Venture Company and other development institutes. 3 CONCEPT OF THE OPEN INNOVATIONS FORUM 2017 DIGITAL ECONOMY. CHALLENGES OF GLOBAL TRANSFORMATION Day 1 Day 2 Day 3 DIGITAL COMPANY DIGITAL GOVERNMENT DIGITAL SOCIETY Key technology trends Global challenges of the technological era Digital society and digital culture Digital business transformation Govtech — digital transformation of public Social implications
    [Show full text]
  • Viewed the Effects of ‘Innovation Enforcement’ Policy Developed by the Russian Government in the Late 2000S
    Bychkova et al. Triple Helix (2015) 2:13 DOI 10.1186/s40604-015-0019-0 RESEARCH Open Access Dirty dances: academia-industry relations in Russia Olga Bychkova1*, Anna Chernysh2 and Evgeniya Popova3 * Correspondence: [email protected] Abstract 1Center for Governance and Public Policy, European University at St. Many commercially successful innovations are now arising from basic research carried Petersburg, St. Petersburg, Russia out at universities. The boundary between pure science and applied research is blurred. Full list of author information is In this context, governments worldwide have been promoting the concept of synergy available at the end of the article between basic research carried out in academic institutions and applied research in the commercial sector. By applying different models they are trying to establish the most efficient way of facilitating this relationship with funding from the private sector. In this article, we have explored the case of Russia and overviewed the effects of ‘innovation enforcement’ policy developed by the Russian government in the late 2000s. As our case demonstrates, the outcome of such a policy is rather negative. However, there are also some positive side effects of the current Russian public policy. One example is the practice of the shared-used equipment. It allows developing trust between university- private company and results in mutually beneficial partnership. Moreover, it stimulates changes in industrial vision of the academic partner. Hence, in some cases, the policy of ‘innovation by coercion’ can have positive outcomes for it forces academia and industry to see joint collaborations more as a help rather than as a hindrance.
    [Show full text]
  • Fostering Open Innovation Relationships Between Large Corporations and Startups
    Fostering open innovation relationships between large corporations and startups. Implementation in the French ecosystem Alice Bigault de Casanove To cite this version: Alice Bigault de Casanove. Fostering open innovation relationships between large corporations and startups. Implementation in the French ecosystem. Business administration. Université de Lorraine, 2020. English. NNT : 2020LORR0268. tel-03285385 HAL Id: tel-03285385 https://hal.univ-lorraine.fr/tel-03285385 Submitted on 13 Jul 2021 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. AVERTISSEMENT Ce document est le fruit d'un long travail approuvé par le jury de soutenance et mis à disposition de l'ensemble de la communauté universitaire élargie. Il est soumis à la propriété intellectuelle de l'auteur. Ceci implique une obligation de citation et de référencement lors de l’utilisation de ce document. D'autre part, toute contrefaçon, plagiat, reproduction illicite encourt une poursuite pénale. Contact : [email protected] LIENS Code de la Propriété Intellectuelle. articles L 122. 4 Code de la Propriété Intellectuelle. articles L 335.2- L 335.10 http://www.cfcopies.com/V2/leg/leg_droi.php http://www.culture.gouv.fr/culture/infos-pratiques/droits/protection.htm École Doctorale SIMPPÉ (Sciences et ingénierie des molécules de produits, des procédés et de l’énergie) Thèse Présentée et soutenue publiquement pour l’obtention du titre de DOCTEUR DE l’UNIVERSITE DE LORRAINE STIMULER LES RELATIONS D'INNOVATION OUVERTE ENTRE LES GRANDES ENTREPRISES ET LES STARTUPS.
    [Show full text]