Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
The competitiveness of regions BASED ON M. E. PORTER „THE COMPETITIVE ADVANTAGE OF NATIONS, STATES AND REGIONS”; M. KITSON, R. MARTIN. P. TYLER „REGIONAL COMPETITIVENESS: AN ELUSIVE YET KEY CONCEPT?”; A. RODRIGUEZ-POSE „DO INSTITUTIONS MATTER FOR REGIONAL DEVELOPMENT?” Introduction The notion of regional competitiveness popular since the publication of „The Competitive Advantage of Nations” ( Porter 1990) Impact of globalization: regions and cities confronted with increasing competitive pressures Concepts like: „industrial district”,, innovative milieus”, „learning regions”, „regional innovative system”, „clusters” The importance of non-economic factors such as social, cultural and institutional environment The broad notion of competitiveness Microeconomic perspective: the notion is clear based on the capacity of firms to compete, to grow, and to be profitable Macroeconomic perspective: the concept is more poorly defined and more strongly contested Nation’s or region’s competitiveness seen as a central goal of economic policy but the lack of commonly accepted definition „the concept of national competitiveness a dangerous obsession, essentially meaningless” (Krugman 1994) Does it make sense to talk about the competitiveness of regions? May the region be defined as a unit affecting the economic performance of firms? Regional competitiveness - a multidimensional phenomenon with many factors operating simultaneously at various spatial levels Some regions increase their relative share in the economy at the expense of lagging regions BUT Regions neither exit or enter markets, market selection forces do not drive out regions, like firms go broke Regions do not emerge ex nihilio, like new firms enter the market Regions may compete like firms? Direct competition when regions have strong economic specialization in similar markets (Rotterdam and Antwerp) Sicily and Silicon Valley may compete indirectly trying to attract creative talents and investments Institutional environment and the history matters Institutions affect the intensity of relations, the capacity of regions to upgrade, transform or restructure specific organization required for the development Indirect impact of institutions on economic performance of local firms Institutions flexibility and responsiveness to change affects the long-term competitiveness of regions A nation’s competitiveness – a „consensus views”(1) „the degree to which the nation can, under free and fair market conditions, produce goods and services that meet the test of international markets while at the same time expanding the real incomes of its citizens. It is based on superior productivity activities which in turn can generate high levels of real wages. Competitiveness is associated with rising level living standards, expanding employment opportunities, and the ability of a nation to maintain its international obligation. (the Report of the President’s Commission on Competitiveness, 1984) A nation’s competitiveness (2) „Competitiveness may be defined as the degree to which, under open market conditions, a country can produce goods and services that meet the test of foreign competition while silmutaneously maintaining and expanding domestic real income” (OECD Programme on Technology and the Economy, 1992) „An economy is competitive if its population can enjoy high and rising standards of living and high employment on a sustainable basis. More precisely, the level of economic activity should not cause an unsustainable external balance of the economy not it should compromise the welfare of future generations” (European Competitiveness Report, 2000) Regional competitiveness defined by EC „the ability to produce goods and services which meet the test of international markets, whilst at the same time maintaining high and sustainable levels of income, or more generally, the ability of regions to generate, while being exposed to external competition, relatively high incomes and employment levels. In other words, for a region to be competitive it is important to ensure both quality and quantity of jobs”, (The Sixth Periodic Report on the Regions 1999) Competitiveness defined by M. Porter „I believe that many police makers, like many corporate executives, view the sources of true competitiveness within the wrong framework. If you believe that competitiveness comes from having cheap capital, and low cost labour, and low currency prices and if you think that competitiveness is driven by static efficiency, then you behave in a certain way to help industry. However, my research teaches that competitiveness is a function of dynamic progressiveness, innovation, and an ability to change and improve.” (1992) Competitiveness depends on the productivity with which a nation uses its human, capital and natural resources Nations compete to offer the most productive environment for business (2009) „a firm’s proximate environment shapes its competitive success over time” (true for the nation and the region) Regional competitiveness by R. Martin (2005) Regional competitiveness as self-reinforcing process The interdependence of inputs and outputs Is a region highly productive because it is competitive? Or is competitive because it is productive? Competitiveness as an evolving self-reinforcing process in which outputs becomes inputs, and thus influences future outputs An example of self-reinforcing process An emergence of high-technology cluster in a sub-region Reason: the presence of high-quality university transferring high technology to industry High-tech attracts highly educated, talented people That group helps to create a special entrepreneurial culture High-tech cluster stimulates further research and specific university-industry links established Outcome: high number of local innovation, new firms , high-skilled labor market and local venture capital market Effect: the rise of productivity, wages and wealth Rich workers demand high quality housing, schools, modern infrastructure, sport and culture amenities This ways outcomes feed back to influence inputs and future outputs The process can operate in the opposite direction There are cases when skills and technology „locked in” and rigid The more local firms are interlinked the more difficult is for a firm to start new development path Previously positive external economies can become negative externalities Industry and region loose their competitive advantage Local decline starts to operate Some examples: footwear industry in the East Midlands, textile industry in Łódz High-tech clusters can face that problem as well, although they should better and faster adapt to changing markets ( the case of Apple and Dell?) Regions compete for: - investment trough their ability to attract foreign, private and public capital - labour being able to attract skilled employees, entrepreneurs and creative workers, enabling innovations - technology through regions ability to attract knowledge and innovation activity The competitiveness significant at national, regional, urban and local level Cohesion policy of the EU Lisbon Strategy as the aim to close the competitiveness gap with the US City and regional authorities obsessed with constructing local competitiveness indices to compare their standing with that of others New economy indices for US cities and regions (The progressive Policy institute in Washington, DC, World Knowledge Competitiveness Index (Robert Huggins Associates, Creativity Index being a proxy for an area openness to different kinds of people and ideas Productivity the only meaningful concept according to Porter and Krugman („Productivity isn’t everything, but in the long run it is almost everything”) New and old approach to competitiveness (M. Porter) OLD MODEL: Government drives economic development through policy decisions and incentives, competitiveness a centralized process NEW MODEL: Economic development a collaborative process involving government at different levels, private sector, teaching and research institutions, competitiveness a bottom- up process Business must drive the process of competitiveness improvement at the national and regional level New and old approach to regional competitive policy The old approach (example of UK 1980s; Keynesian demand management ): lack of demand for region’s products, over-dependence on older industries The policy aimed at more balanced distribution of demand and employment via diverting investment and jobs to less developed regions – no strategic thinking which kind of industries should be promoted the new approach policy concentrated on the supply side, less government involvement The reason of regional inequalities: inefficiencies, rigidities, inflexibilities and lack of adaptability on the supply side; the need of bottom-up approach in building region’s competitiveness Do institutions matter for regional development? (A. Rodriguez-Pose 2012) The influence of institutions on regional development neglected by mainstream economic theory Last 30 years- regional policy has struggled with traditional view on development The result: isomorphic approach to development development strategies mimicking one another (one size fits all) Last 20 years – an important change Some details on new approach 1) the results of regional development efforts controversial and contested (EU cohesion policy, rising regional disparities across the developing world since 1990s) 2) according researchers institutions matter more and more for economic development. Research going on which type of institutions matter (the role of formal institutions and social capital) 3) regional development strategies have overlooked the institutional dimension It’s the institutions, stupid! North’s theory impact: the presence of solid and efficient institutions is a must for those dealing with economic development Institution as are the „underlying determinant of the long-run performance of economies” (North 1990) „the quality of institutions trumps more traditional development factors, such as trade or geography, in determining levels of income” (Rodric 2004) Common belief that institutions not only shape, but also are shaped by the environment Institutions work better at both, the local and the regional scale, as the national scale can be to distant, remote and detached in order to be effective (Rodriguez-Pose) Institutions are the key enablers of innovation, mutual learning and productivity growth (Putnam) What type of institutions? Concept of institutions more subjective, less clear and more controversial than investment in infrastructure, education or innovation How to define institution? The most commonly cited definition by North: „the rules of the game in a society and more formally the humanly devised constraints that shape human interaction” Formal and informal institutions Formal institutions (hard institutions): universal and transferable rules which include laws and regulations, property rights, contract and competition monitoring systems. Informal institutions (known as soft): a series of features of group life such as norms, traditions and social conventions, informal networks Many economists find that impact of informal institutions on development tends to be negligible (insufficient to prevent crime for example, no solid evidence linking it to regional development) However institutionalisms believes that culture, history, religion play important role at regional and local level (examples?) Density or thickness of local informal institutions, known as institutional capital, Institutional environment based on higher level institutions (culture and identity) versus institutional arrangements based on specific customs and procedures Institutional environment versus institutional arrangements Institutional environment based on higher level institutions as culture and identity Institutional arrangements refers to place specific customs and procedures Institutional local arrangements as equal access to education, strong social polarization, corruption create barriers for the efficiency of other factors Regional development strategy tailored to different local institutional arrangements How to measure and compare institutions at regional level? Not enough data Not enough studies No consensus what type of institutions matter most, what is the right mix of formal and informal institutions No agreement what improvement of institutional capacity means no consensus whether institutions are prerequisite or a natural outcome of development between institutions and development and institutions and other development factors How to measure the quality of institutions Level of perceived corruption The quality of regulatory framework Both create environment for businesses „Doing business” index, World Bank Takes into account structure of social capital The effectiveness of public administration Regional development strategy as a bicycle (A. Rodriguez – Pose) A back institutional wheel with efficient formal and informal institutions propelling the bicycle forward A front development strategy wheel tailor made to match the institutional environment Solution minimizing the potential friction between institutions and strategies Many cases of bicycles with a huge strategy front wheel and a tiny institutional rear wheel (top-down strategy should overcome poorly developed local institutions) OR „square wheels situation”: poor strategies implement to inefficient institutional settings And the worst case scenario (nowhere to go!): a simple „bicycle frame” – no front wheel (lack of real strategy, no rear wheel (poor local institutions) Danger of a complete swing of the pendulum Is the move from „one size fits all” policy to purely „tailor made” always needed? A complete swing could be harmful Development strategies prepared by local organizations and actors in lagging regions can be lagging as well because of institutional failure Making an order at best „tailors” is more expensive and suffers from poor local knowledge An intermediate solution: adapt patterns of international organizations, supra-national institutions to local tastes (series of guidelines facilitating local capacity building). Benefits of intermediate solution - increased participation in development process - increased transparency and accountability - minimized corruption - technical, financial and logistic support for adaptation process to local institutional arrangements More control of decision making to lower tiers of governmental and formal institutional organizations Useful to move to bottom-up policies