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William Boland, Peter Phillips, Camille Ryan & Sara McPhee-Knowles ICABR - June 2013

A Typology Analysis of Research and Development Agricultural Public-Private Partnerships Common to the Developing World Bio-economy. William Boland, Peter Phillips, Camille Ryan & Sara McPhee-Knowles ICABR - June 2013. Introduction. Objectives:

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William Boland, Peter Phillips, Camille Ryan & Sara McPhee-Knowles ICABR - June 2013

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  1. A Typology Analysis of Research and Development Agricultural Public-Private Partnerships Common to the Developing World Bio-economy William Boland, Peter Phillips, Camille Ryan & Sara McPhee-Knowles ICABR - June 2013

  2. Introduction • Objectives: • Provide a practical perspective on P3 characteristics • Discuss incentives, constraints, enablers and hidden costs associated with P3s • Define differences between R&D P3s and value-chain P3s • Compare findings with previous research ICABR

  3. Public-Private Partnerships • P3s are any collaborative engagements between public, private, and not-for profit actors or institutions • Allow for pooling resources • Comparative advantage of each partner • P3 structure facilitates collaboration • R&D: upstream, technology transfer mechanism, compensate for lack of capacity, innovation incentives • Value-chain: Link farmers to distribution systems, create local networks, develop capacity, build export markets, provide quality & safety assurance ICABR

  4. Methodology • Interviewed individuals directly involved with P3s • 90 people working with 67 P3s were contacted • 20 people with 9 P3s responded • Small sample size ICABR

  5. Interview Questions • What are the incentives to join a P3? • What are the constraints to joining a P3? • How have P3s overcome these constraints? • What are the key enablers of P3s? • What are the hidden costs associated with working with P3s? • What is the most important lesson you can offer on P3s? ICABR

  6. Theory • New governance models – self-organizing networks • Mode 1 & Mode 2 knowledge production • Schumpeter: innovation as a process where something new is created or adopted from the existing stock of knowledge ICABR

  7. Theory (cont’d) • Special people: economic growth depends on creative people • Technology, trust, tolerance • Special processes: innovation systems paradigm, Triple Helix theory • Special places: Clusters of firms and economies of scale ICABR

  8. Incentives • Private sector: joins P3s to access networks developed by public sector and develop new markets • Public sector: joins P3s to access distribution systems and funds of private sector ICABR

  9. Constraints • Concerns around misuse of proprietary technologies • Global IPR regimes and controlling illegal transfers of proprietary technology • Lack of experience in developing P3s • Hidden costs of collaboration • Focus on short-term results ICABR

  10. Enablers • Stable macro-political economic environment • Access to long-term financing • Design P3 to attract private funding • Employ brokers • Employ non-profit organizations in linking roles ICABR

  11. Summary of Responses ICABR

  12. Summary of Responses ICABR

  13. Lessons • Building relationships, networks, solutions and capacity • P3s depend on people and trust! • Glue in networks • P3s need capacity to influence change • Complex problems – complex response • Problems like hunger and poverty cannot be solved by public or private sectors alone ICABR

  14. Solutions • Experts are essential in P3 formation • Need to understand incentives • What does the P3 offer that is unobtainable in the absence of collaboration • Structure matters! • Need clear timelines, plans, and goals Footer Text

  15. Strategic implications • P3s behave as an intermediary – link separate organizations into R&D innovation systems • P3 connects special people with special processes in special places! • P3s provide a structure that mobilizes ideas, individuals and institutions towards finding solutions to poverty and hunger Footer Text

  16. Further questions • Hidden costs: • Related to slow results? • Key role of individuals: • Policies and institutions are secondary to people • Value-chain P3s: distinct from R&D P3s • Depend on process technology and non-codified knowledge, more complex to set up • Need networks during different development stages: • R&D: linear beginnings, then move to networks • Value-chain: networked beginnings to help farmers link to markets • Need for new methods of analysis ICABR

  17. Contributions • Further knowledge of: • Hidden costs of P3s • Role of R&D and value-chain P3s in networks • Higher start up costs for value-chain P3s • Critical role of individuals • Unique challenges: non-codified knowledge and trade secrets • Short-term capacity shortage in developing world agricultural P3s ICABR

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