Home > Measuring Science Parks’ Performance TusPark, Imperial West, and 15 other Parks

Measuring Science Parks’ Performance TusPark, Imperial West, and 15 other Parks

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Everybody loves Science Parks. Co-locate a university, science/tech-based companies large and small, accelerators, and other stakeholders, and all that knowledge and energy is sure to percolate through and create venture value.

Yet not every Science Park is guaranteed to succeed; indeed, they can also fail, and there are known factors that can affect the likelihood of success and failure.

Prof. Carmeli had studied numerous Science Parks on three continents, and examined their strategies, circumstances, and outcomes. He concludes that while these parks can foster the creation of new knowledge and innovation – and drive the economic development of the regions hosting them – they must overcome challenges to attain that success. In particular, they must optimize their interaction with local government, their business model, strategy, and infrastructure.

The article presents a comparison table of 14 Science Parks in 12 countries, providing data on their size, headcount and company counts, and focus areas. Case studies of the Imperial College White City campus in London and TusPark in Beijing go into more detail.

If you’re setting up or managing a Science Park, you don’t want to miss this article.

 

Appeared in the issue: Coller Venture Review — 2014 -1 — Welcome Issue

Original Paper PDF:

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List of References:

  • Carter, N. (1989), Science Parks, Taylor & Francis.
  • Ferguson, R. & Olofsson, C. (2004) , Science Parks and the Development of NTBFs— Location, Survival and Growth. The Journal of Technology Transfer, 29(1), 5–17.
  • Löfsten, H. & Lindelöf, P. (2002), Science Parks and the growth of new technology-based firms—academic-industry links, innovation and markets. Research Policy, 31(6), pp.859–876.

About the author

Abraham Carmeli is a professor of strategy and management and serves on the faculty of Tel Aviv University and King’s College, London. His research and expertise center on CEOs and top management teams, building intangible-based competitive advantages, leading for creativity and innovation, crisis management, and organizational restructuring. His main teaching experience includes courses in strategic management (business- and corporate-level strategy), managing for creativity and innovation, and crisis management. He provides tailored consulting services and delivers customized speeches to both firms and public organizations on how to build thriving organizations through strategy, management, and innovation.