By OECD. Published by : OECD Publishing
How does executive investment of company R&D impact the behaviour of firms? Ongoing efforts to spice up company funding in R&D call for greater tools of comparing the effectiveness of presidency coverage tools. Efforts to explicitly
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Additional info for Government R&D Funding and Company Behaviour: Measuring Behavioural Additionality
Finland 53% strengthened collaborative networks. 50% collaborated with research institutes. 35% increased subcontracting. - 44% affected long-term business strategies. 53% doing R&D not connected to short-term business strategy. Germany 78%/74% intensified collaboration with research institutes/industry. 42%/58% formed new collaboration with research institutes/industry. … but new networks do not necessarily last long after funding has ended. 66% changed R&D management as a result of public funding procedures Japan - 63% resulted in subsequent activities.
It can help explain that the effects of policy interventions may be greater than those perceived through a narrower input-output lens, and that the range of effects and the means by which they are achieved are complex mechanisms requiring substantial effort for successful policy design. In terms of practical application, the behavioural additionality rationale is coming into use. For example the European Commission’s ex ante assessment of the Seventh Framework Programme uses behavioural additionality to describe the catalyst effects of public support.
One conclusion could be the need for a scheme targeted at new entrants, analogous to those operated for young researchers in the scientific domain. GOVERNMENT R&D FUNDING AND COMPANY BEHAVIOUR: MEASURING BEHAVIOURAL ADDITIONALITY – ISBN-92-64-02584-7 – © OECD 2006 INTRODUCTION AND SYNTHESIS – Once behavioural effects are clearly identified, policy makers may enter debates about how desirable the effects are, and to what extent. For example, how much effort in networking is optimum for a firm in particular circumstances?