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EU-INDIA
Cross-Cultural Innovation Network
Composition
of the Network
The Innovation Network project
EU-India Innnovation Network Project
The Networking Structure
A network model for postgraduate training
Postgraduate Training Programme
R &D Activities: following the practice of
action research
Network
Sustainability
Visibility Events
Composition
of the Network
The EU-India
innovation network, consisting of 9 partners, 5 from the EU
and 4 from India, comprises of two inter-meshing networks: a
European university network and an Indian university network
(see Fig. 1 below). The European partners are: Universities
of Brighton (UK), University of Wales College Newport, (Wales);
IpL (Istituto per Lavoro) Bologna (Italy); Technical University
of Denmark, Lyngby (Denmark); and University of Technology,
Aachen (Germany). The Indian partners are: National Institute
of Science and Technology Development Studies (NISTADS), (Delhi);
GLS, Gujerat University, Ahmedabad, (Gujerat); Punjab Agriculture
University, Ludhiana (Punjab); and Delhi University (Delhi).
The EU partners represent five countries and diverse regions:
UK, Denmark, Germany, Wales and Italy. The Indian partners represent
three diverse regions: Delhi, Punjab and Gujerat.
The Innovation
Network project
This EU-India Cross Innovation Network project is concerned
with the fostering of proactive collaborations in applied research
in socio-economic and entrepreneurial innovations through academic
and entrepreneurial networking, including joint inter-university
postgraduate and doctoral training programme, involving universities
and entrepreneurs in the EU and India. The project is rooted
in our commitment to human centred systems approaches in science
and technology and our belief that the establishment of a direct
relationship between university and industrial applications
is central to the fostering of proactive entrepreneurial and
industrial cultures. The central aim of this cross-cultural
collaboration is to make a sustainable contribution to the EC-India
cooperation on the transfer, exchange of cultural models of
innovation and entrepreneurship, especially their transferability
between and across regions and cultures both within India and
the EU.
Innovation to us refers to new attempts to bridge the gap between
the university and the entrepreneurial world. The gap here also
refers to the tension between the propositional knowledge of
the university and the tacit knowledge of the user, as well
as the tension between local and global perceptions of technology.
We believe that any sustainable collaboration between the EU
and Indian universities involves the upgrading of EU-India capabilities
of applied research, knowledge and know-how, and central to
this upgrading is the role of academic and entrepreneurial innovations
in stimulating social and economic change. This will involve
the development of new techniques of problem definition and
new modes of joint working and collaboration. At the heart of
this project is the creation of proactive and cross-disciplinary
activities.
We recognise
that any sustainable cooperation on cross cultural innovation
between the EU and India necessitates a deep understanding of
the European traditions of social, economic, industrial innovations
and of their Indian counterparts, as well as of the operational
mechanisms for the integration of new technology into industrial
cultures. By extending the university network to entrepreneurs
and entrepreneurial organisations, and by integrating exchanges
of researchers with the ongoing processes of joint R & D
projects, joint seminars, workshops and network forums, the
project provides an integrated model for university collaborations
in applied research and postgraduate training. The project will
develop a virtual innovation network consisting of a distributed
knowledge data base including a dedicated Web site, email groups,
news groups, and electronic newsletters. It will complement
academic and entrepreneurial networks and will provide a distance
learning and knowledge transfer resource, thereby contributing
to the sustainability of existing collaborations and providing
new possibilities of practical cooperation and joint actions
between academics, entrepreneurs and other social actors.
EU-India Innovation Network Project
The project
is now in its fourth year. During the inaugural year 1 (1998-199),
the network focused on setting up a management and organisational
framework for project activities, implementing building block
activities of university networking, exchanges, workshop/seminar
programme, and widening project dissemination through visibility
events in India and Europe. During Yr. 2 the network focused
on initiating the core activities of postgraduate training,
R&D projects, and the knowledge database, and the virtual
network in the form of the project and partner website. During
Yr. 3 the Network focused on the R&D projects in selected
areas, postgraduate training, Doctoral network, entrepreneurial
collaboration, and the virtual network. Yr. 4 is focusing on
the establishment of the operational framework for future collaboration
and sustainability of the core collation in the area s postgraduate
and doctoral training programme, university-enterprise network
through R &D projects. the extension of the university network
through the virtual network
The Network has made a major contribution to the development
of IT education in India at postgraduate level. At the PAU,
the network has facilitated the development of a new Masters
course in IT programme, and has supported the further development
of an existing Masters programme in Information and Communication
Technologies at Delhi University. New modules in IT have been
developed to run at the PAU. Training modules in IT and Multimedia
have been developed and implemented at the Delhi and PAU. The
network has been the catalyst for the establishment of new Centre
of Enterprise Innovation at GLS, Gujerat. At Aachen, IpL, Lyngby,
Wales, the network has stimulated new directions of action research,
and this has moved the work of the project very swiftly in this
reporting period.
The Networking structure
An integrated structure for inter-university collaboration
The network has implemented an integrate structures for its
network activities (Fig. 2). The postgraduate training is integrated
with exchange visits of senior researchers and project workshop.
The exchange visits provide an opportunity for inter-university
collaboration in supervision of postgraduate and PhD students
at the host University, the input to the development of new
courses and course materials, and the preparation of project
publications. The project workshops provide a forum for piloting
new courses and training modules. Visiting senior researchers
contribute to the widening the knowledge base through focused
seminars and extending the project network through public lectures
and visit to enterprises. Both the exchange visits and workshop
activities thus provide a strong input to the postgraduate training,
university networking through focused seminars, invited lectures.
All these activities contribute to the development of the virtual
innovation network by providing material for website development
and creating links to other related research, and entrepreneurial
networks.
A
network model for postgraduate training
This activity is concerned with the design of a network model
of postgraduate training. It involves creation of an overarching
framework which integrates the network activities of postgraduate
course development, R &D projects, work, the exchange of
researches for the integration of the postgraduate and doctoral
training programme into the postgraduate programmes of partner
institutions (Fig.3). This involved the stimulating and facilitating
the development of new Maters in IT course at Punjab Agricultural
University (PAU), the expansion of the existing maters in ICT
course at Delhi University, and the creation f a Centred for
Enterprise Training at the GLS, Ahmedabad. This model focuses
on augmenting new courses into the exiting academic structures
of the partner university (e.g. PG in IT course at the PAU)
or augmenting exiting postgraduate course through new course/training
modules (e.g. multimedia training and collaborative learning
modules at Delhi University), or widening existing teaching
and research through project seminars and invited lectures by
senior network researches (e.g. MBA course at GLS). The core
activity of the model is the inter-linking of the project workshop
activity with exchange visits of the senior researchers. The
exchange visits provide both a expert resource and catalyst
for planning, preparing new courses and training modules as
well as and piloting course and training modules at project
workshops. Since the new courses and training modules are embedded
into the academic structures of the home universities, their
validation and accreditation, as well as their implementation
is the responsibility of the home university. The network acts
as a facilitator of transfer and exchange of course models and
course materials across the partner institutions, as well as
a source of domain expertise for piloting and implementing courses
at the home university. The success of the innovation network
has been in facilitating collaborations between India and European
partners in postgraduate training. The successful collaborations
include: the PAU and Brighton collaboration- New Post-graduate
course in IT; Delhi University and Brighton collaboration Course
and training modules in collaborative learning; Delhi University,
PAU & UWCN, (Wales) and Aachen collaboration in Multimedia
training: GLS, Brighton collaboration in Enterprise training.
These collaboration in postgraduate training together with Action
Research work in the diary sector, artisan sector and small
enterprise sector form the core of the Doctoral and Postgraduate
Student network.
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Postgraduate
Training Programme
IT and multimedia training modules for academic staff at
the PAU
The new Postgraduate Diploma in IT (Masters level) course has
been launched at the PAU in July 2000, with first intake of
13 students. The EU partners are making a major contribution
to develop new skills and teaching expertise at the PAU in the
emerging areas of IT and Multimedia. The traditional PG course
in IT in India has been rooted in the engineering disciplines.
This new course develops new areas of skills and expertise,
which are necessary for interdisciplinary applications in the
agricultural society such as Punjab. This training course at
the PAU aims to develop a core of academic staff as trainers
in IT and multimedia. It is intended that this academic core
staff will also act as training of further and future trainers
for staff and students within the University, in addition to
their teaching expertise for the PG in IT course. These expertise
and will provide a skill pool for training of extension workers,
development workers as well as rural entrepreneurs in Panjab.
ICT Master
s of Science at University of Delhi
This Master course is aimed at creating software and communication
hard ware professional for IT industry in India. The Network
partners are supporting Delhi in developing new area of postgraduate
training in multimedia and IT applications in socio-economic
areas. Thus the partners are contributing to the widening the
scope of the existing course and enhancing employment opportunities
of student in the new application area of multimedia and IT
design. In addition the EU partners are contributing to the
development of new areas of research in collaborative learning,
collaborative working and distance learning.
MBA at
GLS, Gujarat University
The lecturers and seminars given by partners to the MBA students
on topics such as Information society and globalisation, IT
and entrepreneurial innovation. Science and society, European
models of knowledge networking, human centred paradigm and development
have contributed to widening the horizon of the MBA course within
the context of context of inter-dependent globalisation. The
project partners have made significant to the MBA course in
the following respects: Broadening our horizon in the field
of Economics and Business, and being informed about the work
going on in the partner Institutions; Getting new perspectives
on Gujarat Models of innovations; Adding a new dimension of
entrepreneurship and innovation, and focussing attention to
innovations rather than on traditional ways of thinking and
praxis
"Learning
while earning" model
The very idea of transfer of knowledge and exchange of experiences
between University research and enterprise application is about
promoting and cultivating the models of "learning while
earning". The project work contributes to this model through
the developing of workshop and seminar based intensive training
courses integrated into distance and collaborative learning
activities both with and outside the university. The Network
model is based on the Brighton experience of modules postgraduate
training for students in employment, Aachen University experience
of 'learning while working' model of doctoral research, and
the UWCN (Wales) model of on-line Masters courses. These "learning
while earning" models provide a basis for the development
postgraduate learning models at the Indian Universities. Delhi
University is first among Indian Universities to take steps
in building upon these models within the Indian Higher Education
context. In this model, bright students from poor families who
cannot afford course fees for IT course at Delhi University
are admitted to the course on the basis that they earn their
fees through working as administrators, support staff in the
IT labs. Delhi University is planning to extend this models
to students who may work part-time with IT companies in Delhi
and to students who may do extra software work within the University
for IT industry. We believe that this emerging "learning
while earning" model being developed at Delhi universities
will provide a bench mark for similar models of learning and
earning at other universities in India.
R
&D Activities: following the practice of action research
To the EU-India
Network, the fundamental principle of action research is that
the seeds of change are implicit in the very first questions
we ask. What people think, perceive and talk about are the points
of departure for asking questions that allow the participants
to discover and multiply the alignment of knowledge and action.
The questions we ask set the stage for the knowledge out of
which the future opportunities are conceived and constructed.
Thus, from an action research perspective, inquiry and change
are simultaneous rather than separate moments of a development
process. In general, action research has been defined as an
approach to research that is based on collaborative problem-solving
relationship between researcher and stakeholder. The purpose
is to generate new knowledge as well as solving a problem by
bringing together theory and practice, reflection and action
in collaboration between action researchers and practical oriented
actors. As action researchers we study the social issues together
with those who experience these issues directly. The outcome
is both an action and an increased knowledge.
Within the action research paradigm there are multiple methodologies,
each of which has their own distinctive emphasis. However, they
are united by three features. First, the action research approaches
are participatory whereby research subjects are themselves active
in collaboration with the researchers. Secondly, the action
researchers view themselves as change agents. The acceptance
of action research methods in new social contexts raises a critical
question: Does it mean new space for change of power inequities
or is it just another example of co-optation? Thirdly, the empirical
materials are not limited to data collected according to strictly
formalised rules, but include as well recorded dialogues and
observed actions taking place as part of the action process.
Action research is different from conventional academic research
- it is based on different relationships, has different purposes,
and has different ways of conceiving knowledge.
Action Research in the Dairy Sector
Collaboration: Lyngby (Denmark); IpL Bologna (Italy); PAU
(Punjab, India); GLS, (Gujarat, India); NISTADS ( Delhi, India)
The purpose
of action research in the diary sector is to learn from each
other about the agriculture enterprise, the dairy sector processing
industries, regional and national models of innovation, collaboration
and networking of R &D institutions and rural and village
dairy sector enterprises and cooperative. And the role of ICT
for communication and dissemination of knowledge between and
across regions both with and across India and Europe. Out focus
is on the promotion of ICT and multimedia tools for transfer
of technology and knowledge between universities and SMEs, as
well on the diffusion of knowledge from universities and research
centres to enterprises in form of technology and know-how. As
part of this collaboration the EU-India Network is acting as
a catalyst in promoting collaborations between Indian and European
farmers, initially between Punjabi and Danish framers and future
bilateral cooperation between Indian and Italian regions.
Action research
workshops are organised both in Europe and India to share and
exchange knowledge and experiences of entrepreneurial activities
in India (Punjab and Gujarat states) and Europe (Danish cooperatives
and Emilio Romagna region of Italy). These workshop provide
a fruitful forum for knowing the strengths and weaknesses of
cooperative dairies, the diversity and commonality of models
and approaches being followed in different regions in India
and Europe, the existence of networking patterns and socio-economic
contexts for the transfer of knowledge within and across regions
as well the adaptation and adoption entrepreneurial activities.
The case studies on the status of Dairy Development in different
countries provides an insight into the working and functioning
of cooperative dairies, especially the unique cluster approach
of networking of the Anand Model (Gujarat) and its transfer
to dairy cooperatives in Punjab. The dairy cooperatives in Italy
gives an enlightening experience of the varieties of dairy products
processed, the hygiene and safety standards followed and especially
code of ethics followed in real sense regarding quality approval
to milk and milk products from field to table. For example,
the unique cluster in networking approach of the ANAND Model
(Gujarat) can be transferred dairy cooperatives of Punjab, making
dairy cooperatives in Punjab more successful. The Dairy Cooperatives
in Italy provide an enlightened local cultural and entrepreneurial
model for promoting organic dairy cooperative in other regions
of Europe and India, especially the code of ethics followed
in real sense regarding quality approval to milk and milk products
from field to table.
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University -Entrepreneur Networking: Case study activities
Networking
Of Dairies in Denmark
The Danish EU-India group is collaborating with the dairy cooperative
sector in Denmark to study models of dairy enterprise and dairy
industry in Denmark and their importance in Danish economy.
The networking of dairies is driven by 45 organic dairy farmers,
producing 25 different products with well-established brands
of milk and cheese.
The possible
inputs to WP3 were suggested like the dissemination input, input
for practitioners and scientific input. Wrapping the discussion,
Dr. Garibaldo lamented that the industrial atmosphere is a mix
of cultural, social and economic issues and this exemplifies
the informal network.
Status and
Strategy for organisation of Dairy Sector on an Agro-Industry
in Punjab (India)
The EU-Indian group of the Punjab Agricultural University (PAU)
is collaborating with both formal and informal dairy sectors
in Punjab to study the models of enterprise and innovation in
this sector. The Punjab Dairy Cooperative Structure is a three
- tier system: i) village level Cooperative societies, ii) district
level Milk unions and iii) state level Milk federation. The
Network is concerned with the investigation of the functioning
of the cooperative dairy and its benefits to farmers and their
families, especially women and to society at large. This includes
strengths and weaknesses of the Punjab dairy sector within the
global perspective. The study focuses on the existing Knowledge
Networks, Regulatory Network and Marketing Network. The newly
created marketing channels by the cooperative for milk distribution
to final consumer are being elaborated.
Role of
Women in Dairy Milk Cooperatives and its Impact on women
The objective of the study is to learn the pattern of functioning
of dairy milk cooperative, role played by women, its impact
on women and to capture the practising knowledge and adoption
of new technology by women folk. The study focuses on the status
of women in the dairy cooperative movement at the national level
and the plans of the government for its promotion. Our collaboration
with a women dairy cooperative from a Punjab village illustrates
that women play a decisive role in decision making in the evolution,
functioning and future direction of village cooperative. Through
their active participation in diary cooperative, women are able
create and promote possibilities of women empowerment. These
possibilities of empowerment relate to confidence and capability
building process as an integral part of the village family culture.
The dairy action research group consisting researchers from
Punjab Agricultural University (PAU) and NISTADS (Delhi)
A story telling framework is being used to involve members of
women milk cooperative to explore the relationships between
the milk production, hygiene, health, environment
Case Study
of "Gujrat Cooperative Milk Marketing Federation"
popularly known as AMUL.
The study is concerned with the development of a Gujarat model
of innovation arising from the Dairy sector enterprise in Gujarat.
The starting point of this case study work is the emergence
and establishment of AMUL brand as a common brand for all fifteen
district cooperative milk unions in the Gujarat State. The pioneering
work of dairy sector enterprise was undertaken by the local
leaders and Mr. V.Kurien, a dairy expert, leading to the establishment
of National Dairy Development Board as a catalyst for the dairy
cooperatives. As an integral part of technology and society
strategy developed by AMUL also formed the basis of the establishment
of Institute of Rural Management (IRMA) offering Post-graduate
Management in Agriculture, as a part of Dairy movement in Gujarat.
This of AMUL model has been replicated in many other states
in India. On eof the hallmarks of the AMUL model is the incorporation
of women networks and essence of clustering in networking in
its development framework.
Italian
case Study - Granarolo s.p.a
Granarolo s.p.a is the leader in the Italian fresh milk market;
the second largest group in dairy industry which has achieved
this position by acquisition of several dairies in the region,
including the milk plants of Milano and Vicenza. The focus of
Granarolo s.p. is on continuous improvement and innovation process,
incorporating system values of entrepreneurial vision and mission
such as the customer satisfaction, code of ethics of work, positive
work climate, professional improvement, creativity etc. The
evolution of the Granarolo mission is achieved through active
employees' participation, which is sustained by the development
of the competence of the employees through vocational training
activities and through information technology.
Parmigiano-Reggiano
Cheese System
The objective of this study is to study the working career of
cheese makers, the economic performance and technological problems
of Parmigiano - Reggiano cheese system. Social control among
the farmers to remain organic and to follow organic practices.
It is observed that the Ripening firms and the supermarkets
do not have the same commitment with the values of the Parmigiano
brand image and followed by the dairies and the farmers.
A special feature of the Parmigiano model is that it is a family
based operation and based is on apprenticeship. It is found
that the average working life of cheese maker is 24 years out
of which 16 years are spent as a cheese maker and 8 years as
an apprentice. In 76.8% of cases, single client buys the cheese,
13.4% for 2 clients, 4.5% for 3 clients and 5.4% for more than
3 clients. Generally one firm is contacted to sign the contract.
On an average 2,608 tons of milk is processed every year.
Caseificio
Santa Rita - Organic Dairy, Serramazzoni Barbona, Modena
The organic cooperative dairy has been in operation since. The
main features of this cooperative dairy are that organic agriculture
milk is produced by 10 farmers as members of the cooperative.
The Dairy cooperative produces, seasons and markets directly
Parmigiano-Reggiano cheese. The Dairy is built with material
and techniques of ecological architecture, all the dairy processes
enjoys high standards of cleanliness and quality. Although the
Dairy is partially mechanised from the health and safety point
of view, it relies on the high level of artisans' skills. The
cooperative has a clearly developed strategy for using local
artisans for the manufacturing and maintenance of the dairy
equipment. The organic Dairy "Caseificio Santa Rita"
is a stimulating example of action research which focuses on
problems within local settings, bringing continuous improvement
in procuring, processing and marketing strategy, as well as,
bringing improvement in cheese making through sharing of experiences
and training interventions. This local entrepreneurial and cultural
experience of dairy cooperative provides a model for creating
organic dairy farming in other regions in Europe and India,
as well as a basis for cross cultural collaboration in organic
farming between small agricultural enterprises in Europe and
India.
Also
see Aachen's activities
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Action Research in the Artisan Sector
Collaboration: UWCN (Wales); NISTADS (Delhi, India)
The Dhokra
Artisans of Bankura, West Bengal: A Case Study and Knowledge
Archive of Technological Change in Progress
This collaborative study between UWCN and NISTADS is concerned
with a process of technological change in the traditional cire
perdue (dhokra) brass-making craft as it is practised by one
group of families in Bikna Village, near Bankura in West Bengal,
India. This change was initiated and coordinated by the Indian
CSIR (Council for Scientific and Industrial Research) agency
NISTADS (National Institute for Science, Technology and Development
Studies). It involved replacing an ancient traditional but inefficient
metal-foundry technique with another which is almost as ancient
but more efficient. The impact of this apparently simple change
on the Dhokra practice has been both profound and rapid.
The case
study work carried out by the EU-India Network project suggests
that that multimedia technologies make it possible to develop
adequate representations of skilled performance mediated by
the craftsman him- or herself. Particularly valuable in this
respect is the capacity of multimedia systems to use a full
range of modalities of description, including video, sound,
still image, conventional text and technical diagrams. This
technology makes it possible to present very complex information
in a variety of formats and contexts. The study is therefore
part of a wider exploration of the potential capability of multimedia
as a tool for ethnographic research.
In the long
term, however, the artisans face serious decisions about the
craft. On one hand, they may choose to follow the route to industrialisation,
illustrated here by the case of Netai Karmakar. On the other
hand, and this is what they appear to prefer, they can develop
towards a consumer market based on high quality high aesthetic
value artefacts. This could possibly be found supplying high
craft content artefacts to a growing tourist and indigenous
middle class market.
The continuation
and development of the Dhokra industry depends on the artisans
finding a stable market niche for themselves and their products.
Whatever it proves to be, this market needs to be developed
and supply chains established. It is easy to demonise the middle-men,
but if the economic conditions of the Karmakars become less
marginal and their terms of trade can be improved, then there
is no reason at all why existing middle-men may not have a major
role to play in this market development.
In the end,
this is not simply a matter of marginal economics. The Dhokra
artisans of Bikna represent an ancient craft which has been
in continuous production for thousands of years. The Bikna artisans
are not 'primitive': they are twenty first century people who
happen to be trapped in a cycle of poverty. Neither are they
exhibit in a cultural theme park. They must be free to determine
their own future. At the same time, they embody countless generations
of knowledge, and this knowledge is part of the cultural heritage
not only of India but also of mankind. Whatever direction the
craft takes in the future, it would be tragic if all this knowledge
and the accumulated wisdom of millennia were to be lost.
- Action
Research in the Small Enterprise Sector
Collaboration:
GLS (Gujarat, India): NISTADS (Delhi, India); Aachen (Germany);
IpL Bologna (Italy)
Gujerat
Model of Entrepreneurial Innovation
Gujarat has been identified as an entrepreneurial hub of India
primarily due to innovative behaviour of Gujarati entrepreneurs.
This has led Gujarat to be known as a model of entrepreneurial
innovations. This model of entrepreneurial innovations has been
developed from the study of entrepreneurs in a variety of industries
from the region and several industrial clusters of enterprises
in Gujarat. The study points to the transformation of many communities,
particularly the Patel community which was traditionally an
agriculture community into manufacturing class is a new emergent
in Gujarat's industrial scenario. Gujarat, better known as entrepreneurial
hub of India can be considered as a major centre for innovations
happening at the grass root level with strong cultural influence.
The enterprising behaviour is largely attributed to typical
culture comprising of traditions, values beliefs and attitudes
of the region and can be of great interest in light of cross
cultural innovation model.
The model
shows that Gujarati entrepreneur has such values as self-employment,
openness to learn, radical economic sense, family orientation,
community orientation, congeniality, venturesome and quest for
the unknown which coupled with environmental stimuli such as
family background, and easy availability of cheap resources
result in typical entrepreneurial orientations giving rise to
Pioneering-Innovative behaviour.
In this
study, Heuristics or rules of thumb for decisions of the entrepreneurs
are identified and are grouped to arrive at certain entrepreneurial
orientations of Gujarati entrepreneur. Key entrepreneurial orientations
observed are explained below with the influence of internal
stimuli viz. beliefs, values, attitudes, learning (psychological
make-up) and external stimuli, mainly environmental factors.
Since 1960s, Gujarat has shown new patterns of entrepreneurial
innovations. These innovations are made within different forms
of organisations - from proprietorship, public limited companies
to cooperative form of organisation. Again industries such as
Brass Parts manufacturing, shipbreaking and gems and jewellery
which were non- existent before 1960 have been started by thousands
of small entrepreneurs. What is more important to observe is
the fact that people from all walks of life and from traditionally
non business classes have taken to starting and nurturing small
businesses in all parts of Gujarat. This may be the beginning
of a new type of non-cast based entrepreneurial culture in Gujarat
Industrial
Clusters: India, Germany, Italy and UK
Collaboration: NISTADS (Delhi, India); GLS (Gujarat, India);
Aachen (Germany)
Under the
EU-India Cross Cultural Innovation Network Project, the case
study work is conducted at Ahmedabad, (Gujarat, India); Aachen
region of Germany, and Emilio Romagna region of Italy, including
some experiences of incubators in Sussex area in the UK. The
report is divided into six parts. The case studies focus on
the achievements and challenges faced by Indian SMEs and adoption
of a cluster approach, for example the clusters approach of
the Oil engines in Rajkot, Gems and Jewellery in Surat, and
Ceramic Clusters in Ahmedabad, Gujarat, India. The German Model
for innovative SMEs emphasises continuous learning with strong
academia - enterprise linkages. The Italian Model shows how
small enterprises in the Emilio Romagna region cooperate and
compete internationally.
The nature
of European and Indian Clusters
The characteristic feature of the European Innovation model
(German, Italian or UK) is the establishment of proactive entrepreneurial
culture by establishing strong linkages between the enterprise
and the universities/R&D institutions, through the establishment
of Consortia, and science and technology parks e.g. in Cesena
and Ravena regions in Italy; Incubators and industrial parks
and clusters e.g. in Aachen region in Germany; and incubators
e.g. Sussex Innovation Centre, Brighton, UK. All these approaches
have been highly successful in consolidating the SMEs with infusion
of high technologies and constant learning process with the
academia. Vocational training has been one of the characteristic
features of this region. Co-operation and competition among
the SMEs has been the crux of success in all three cases, although
it is also evident in the Gujarat Model of Innovation in India.
Exploitation of all knowledge resources including international,
national and local (the tacit dimension), through networking
with the help of information technologies and learning by doing
to capture the tacit dimension has been recognised as the prime
factor for competition in this globalised world. In India, although
academia-industry linkages have begun to emerge in various clusters,
but this needs further large-scale commitment and action.
Small in India is more than beautiful - it is efficient, adaptable
and adds value in economic and social spheres. As the country
integrates into the global village, the small and medium sector
will have to respond accordingly. It deserves special attention
as it plays a pivotal role in a country's socio-economic development.
The problems faced by the SMEs particularly in accessing technology
and maintaining competitiveness have been formidable. The Indian
experience shows that the local and national clusters sharing
are mostly informal. Information regarding the latest development
and competency understanding is much less. Work sharing is not
seen in the local and national clusters, as it is a fight for
the same customer and in the same market. Even though the product
and technology used by the entrepreneurs are similar; the tendency
to share is less among the cluster participants. And as most
clusters are made for production related issues such as, procurement
of raw material, maintenance and corrective actions. The marketing
related issues are never dealt with. The marketing related issues
are the real differentiators between a multinational company
and the SMEs entrepreneurs. With the creation of local and national
clusters the SMEs entrepreneurs can compete with the multinational
company on the issues of quality and other production aspects.
But when it comes to market, the multinational companies (MNCs)
are much ahead of the small-scale entrepreneurs. With the marketing
muscle the multinational companies take away the market share
from the small-scale entrepreneurs. Further, Local and National
clusters are mostly formed for production purposes, i.e. for
the issues related to production, like procurement, assembling,
and maintenance. The clusters are not formed for marketing the
products. As such, in local and national clusters, the entrepreneurs
are less aware or even unaware of the competitors' strengths
and weaknesses. Thus, the local and national clusters do not
really serve the purpose of clusters for which they are created.
The local and national clusters nearly miss the vital factor
of knowledge sharing between elements of cluster and united
marketing to face the competition from the MNCs. On the other
hand, it is very well noticed in case of Italy. The creation
and use of specific data basis from production to marketing
(as in case of Italy and UK) is wanting. Non-sharing of information
between the elements of local and national clusters creates
a situation wherein the cluster's real impact is lost.
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PAU Plant Clinic: One Roof Integrated Service
Agriculture is the bedrock of the India national economy. It
is the largest sector of economic activity in the country. Majority
of the Indian population lives in the rural areas and is directly
or indirectly dependent on agriculture for their survival. Therefore
progress of the nation is linked to the advancement in agriculture.
Keeping in view the growth rate of India's population, there
is need for increasing agricultural production per unit area
and per unit time. So intensive agricultural techniques using
high yielding varieties of crops and optimum and efficient use
of improved inputs can meet the target production. At the same
time, the intensive cultivation has many inherent risks involving
indiscriminate use of agricultural inputs. Considering the different
problems related with cultivation, the Punjab Agricultural University,
Ludhiana took the initiative of setting up Plant Disease Clinic
that provided solution to the problems of farmers related with
plant diseases only. A need was felt to reorganise and expand
the area of working of the clinic due to occurrence of more
complex disorders. As a result of continuous efforts of the
university, a full-fledged plant clinic was established at PAU
in January 1993.
The main work of the Plant Clinic involves the diagnosis and
remedial measures for the plant samples brought by the farmers
suffering from disorders such as those of entomological, pathological,
nutritional, physiological and agronomic. The focus is on plant
production and protection packages for different crops. The
work also involves field visits to identify and examine complex
of problems of the farmers, and then provide feed back to the
university regarding new plant disorders to reorient research
programmes accordingly. The Plant Clinic provides practical
training to undergraduate students through plant clinic courses.
The dissemination of the Plant Clinic activities includes press
releases pertaining to the important plant disorders, remedial
measures, new inputs etc.
The plant
clinic is an excellent exemplar of integrated model of university-enterprise
collaboration for sustainable development. Different scientists
are deputed in the plant clinic to provide services to the farmers
about plant disorders. They are from the fields of Agronomy,
Entomology, Plant Pathology and Soil Science. Farmers are frequently
seen visiting the plant clinic near gate no. 1 of the university
campus. They visit the clinic to get information about plant
diseases, to show the disordered plant sample to the scientists
for its diagnosis, to show their plants under insect pests attack
and also to get soil/water sample tested or to buy different
varieties of seeds and books. After understanding the problems
of the farmers, scientists use various methods to diagnose the
disorder of the plant sample. These methods include - keen observation,
laboratory analysis and the necessary discussion among the team
of scientists in some cases. This is a systematic, accurate
and quick process.
The Plant Clinic is a one-roof service where the problems are
solved within 15 to 30 minutes. It is quite rare that the farmers
have to wait for a week to get the solution. Different surveys
and research works are also undertaken from time to time to
bring improvement and increase efficiency of the plant clinic.
Farmers after seeking the remedial measures either apply them
on the total area under the crops or on the partial area to
test and see the results and most of the times they are contended
and give an overwhelming response.
Further
development of the Plant Clinic included the creation of the
Farmers Service Centre. Technical guidance is provided to the
farmers for cultivation of vegetable cereal crops etc. The Framers
Centre has the facility for sale of seeds, sale of agricultural
publications at the book centre of plant clinic. About 50 to
60 farmers visit the service centre daily. Besides there are
queries done through telephone by farmers of distant areas.
The website and the E-mail ID for availing the clinic services
are under plan of operations. The surveillance and the monetary
committee actively keep on visiting fields and giving suggestive
measures that can installed to improve the production. Certain
referred cases from the university itself are also undertaken
in this one roof service. Overall, the plant clinic has been
successful in increasing knowledge and solving problems of the
farmers in time. This has helped farmers in better farm management
and using the inputs effectively.
Network
Sustainability
One of the
major contributions of the network is to create mechanisms and
processes for sustainability of the network innovations, building
upon its core activities. This is being achieved by integrating
IT and multimedia training within the existing academic structures
of partner universities; extending collaborations in mutually
beneficial areas of application; providing a R &D activities
as base for future R&D collaboration; and creating links
with funding sources for extension of network activities. These
include: the Integration of the PG in IT course at the PAU within
the academic development framework of the University: sustainability
of Postgraduate Training in IT; Embedding of the multimedia
training within the new course developments at PAU and Delhi:
further development of the Multimedia Training; Extending IT
training activities at the PAU: British Council is proving funds
for teacher training in IT and building an IT Laboratory at
the PAU. This complements IT training activity of the EU-India
network, and extends to the area of teacher training which is
not funded by the EC; Future R&D collaboration: Dairy project
is providing a catalyst and a resource base for collaboration
between Lyngby, IpL, Brighton and a new partner for developing
an R &D project in Organic Food; Extending collaborations:
Lyngby and PAU are creating a farmer network in organic farming,
initially training of Punjabi farmers in Denmark. The focus
will be training in organic food production methods and technologies.
The training course is planned for the year 2002, and funding
is being sought by Lyngby from the Danish Government; Future
academic collaboration in MBA: Brighton and GLS are exploring
the possibility of staff exchange leading to future exchange
of doctoral and post-doctoral students; Sustainability of the
R &D network: The Virtual Institute (Virtual network) network
website at its core will provide a forum for both sustaining
existing and building new links and R &D collaborations,
thus further extending the university network
The EU-India
"Virtual" Innovation Network
The Virtual Innovation Network forms the core element of the
sustainability of the Networking activities. All project activities,
especially the university networking, entrepreneurial networking,
R & D projects, Postgraduate Training contribute to the
development of an EU-India "Virtual" Innovation Network.
Initially, the virtual network consists of a dedicated Web site
which is linked to partner websites, managed by the University
of Brighton and supported by the ICC Delhi University, thereby
forming a 'virtual' network of collaborating EU and Indian universities.
. The Network is in the process of setting up and developing
a human-centred.com, which will from the core of the International
Institute of Human centred Systems an " Institute without
Walls". The Institute will build upon and further develop
a the virtual network, extending to other universities, entrepreneurial
organisations, industrial centres both within India and the
EU in the form of a "Virtual Institute without Walls".
The virtual network will be set up to act as a forum for supporting
future applied research on cross-cultural innovation. It will
also act as a forum for the creation of collaborative inter-university
postgraduate and doctoral programmes between the EU and Indian
universities.
The Virtual
Network has been modelled on the already successful ERASMUS
Inter-university Network in Human Centred System (EU Project)
and the International Institute in Human Centred Systems ("without
walls"). It compliments and supports the teaching and research
activities of the collaborating universities as well as providing
a resource for future cross cultural collaboration and entrepreneurial
networking.
Visibility
Events
Visibility events in the form of Open Forums, one-day conferences
are organised as an integral part of the workshop/seminar programme
of the project. These events contribute to raising the profile
of both the project and the programme through widening the participation
at the workshops, seminars and Open forums to wider academic
community and entrepreneurs together with newspaper articles
in India.
Examples
The Public Symposium on "From Agriculture to Industrial
Society in the Global Information Economy"
Punjab Agricultural University (PAU), 6 March 1999
Enterprise Cultures and Innovation in the Information Society,
University of Brighton, 17 September 1999
Open Forum on IT and Higher Education in India
Delhi University, 1 March 2000
Open Forum
on Entrepreneurial Networking in Punjab
Punjab Agricultural University (PAU), 16 March 2000
Cross Cultural
Model of Knowledge Networking
7h IFAC Symposium on "Automated Systems Based on Human
Skill -Joint Design of Technology and Organisation"
Aachen, Germany, June 15-17, 2000.
EU-India
Innovation Network at the First World Engineers Convention,
Hannover, Germany, 19.-21 June 2000
Special
event on small business entrepreneurs
GLS, Ahmedabad (India), 5 July 2000
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