Governing technological change and the paradox of competitiveness : an analysis of state capacity in science, technology and innovation policies in Trinidad and Tobago (original) (raw)
Science and public Policy, 2002
An intractable issue for many developing countries is in building local technological capability (LTC). Contemporary capitalist economies have amply demonstrated that building LTC is a necessary condition for any nation aspiring to develop technologically. In industrial and newly industrialising countries, the national system of innovation (NSI) has been shown to be a major factor in technological advancement in the past century. We have identified the important features of the NSI framework, especially as related to the less developed countries. Using Nigeria as an illustration, this paper presents some insights into how a less developed country can articulate strategies aimed at building LTC using the NSI features as guides for relevant policies.
2010
With the progressive erosion of tariffs and other forms of non-tariff barriers that can restrict international trade, countries are turning to Technical Barriers to Trade (TBTs) as a means of regulating markets, protecting their consumers and natural resources, and possibly discriminating against imports in favour of domestic products. For food product exporting SMEs in developing countries, the impact of these technical barriers applied as standards and regulations is more damning because in many respects they lack the necessary Trade-Related Capacity to implement the various technical requirements in export markets; a prerequisite for international competitiveness. This study proposes a theoretical framework for Trade-Related Capacity Building (TRCB) towards international competitiveness for SMEs in the beverage industry in Trinidad and Tobago. Preliminary analysis of findings calls for action particularly as standards and regulations are not likely to go away anytime soon. This s...
2012
This paper describes the process whereby the Caribbean Invention and Innovation Centre (CIIC) was established and launched in Barbados, the Dominican Republic, Jamaica, Suriname, and Trinidad and Tobago. The advantage of the CIIC being located in The University of Trinidad and Tobago is to provide students at both the undergraduate and postgraduate levels with exposure to and experience in the developing of products, from the idea to prototyping and marketing. Furthermore, postgraduate students will benefit from being actively involved in commercially driven research thus leading to industry ready graduates. The key output of such a facility would also lead to the formation of new manufacturing SMEs which would create employment for the country and fulfill the mandate of The University of Trinidad and Tobago, the National Policy on community development and deliver on the Millennium Development Goals.
The Management of Technological Innovation: An International and Strategic Approach
Journal of Engineering and Technology Management, 2002
All aspects of technological innovation can be managed for competitive advantage. This book was written to "examine the ways in which the management of technological innovation contributes to the development and sustainability of competitive advantages." Recognizing the increasing importance of the 'knowledge economy,' it is argued that technological innovation is a "critically important activity" that "will become the primary strategy for competition in the 21st century." The book seeks to provide a thorough presentation and exploration of the component areas of technological innovation. There are nine chapters and, although not formally organized into sections, the book does segregate into three distinct units. Chapters 1 and 2 are introductory in nature; Chapters 3-8 explore different conceptual areas of technological innovation; and Chapter 9 identifies the challenges for the future in the management of technological innovation (MTI). The first chapter, entitled "What Is The Management Of Technological Innovation and Why Is It Important?," provides the foundation and organization for most of the chapters of the book. The concepts of 'technology' and 'innovation' are introduced and the concept of MTI is presented through the identification and brief introduction of six dominant areas of knowledge that can be "managed" in an organization. Each of these areas is explored in greater detail in Chapters 3-8. Additional general issues are presented to complete the introduction of MTI. The chapter is brought to a close with five brief (about one page in length) case studies from various industries and from around the world. As with all the chapters in this text, a "Conclusions" section summarizes the highlights of the chapter. The second chapter is on the "New Challenges Of The Management Of Technological Innovation." Five separate contexts for how MTI is changing are presented. First, the nature of industry is evolving. This industry context provides a bit of a historical perspective, with an overview of the concept of waves of technological development being presented, culminating in what is often termed the 'knowledge economy.' A good comparison between the dominant features of industry in the 1950s to the 1990s is offered. The second context recognizes that technological innovation typically builds upon 'extant technology,' i.e., technology and capabilities that are already present. A geographical perspective, considering both national and regional systems of innovation, is one aspect of this context. A direct consideration of the features of specific technology systems also contributes to this. Finally, a more recently recognized component is the influence and opportunities offered by networks of firms.
Chapter 7 Factors and Dimensions of National Innovative Capacity
2016
Innovation as a concept or as an application has gone through profound changes. We may consider Innovation in the more traditional sense of radical Innovation when it follows the introduction of new elements, according to the (Schumpeter, 1934) perspective, or incremental Innovation when it follows the adaptation, modification and improvements of products, the development of processes or services. Innovation may not be linear or sequential process, with origins in applied research, with a well defined sequence of connexions, but rather a system of internal interactions, of feedback, and forward or backward linkages, between functions and actors in ABStrAct