The role of communication in the internationalization processes of Research and Technology Organizations (RTO):

A comparison study between Tecnalia and Wageningen University and Research Center

MSc- Thesis

Wageningen University – Social Science DepartmentChair Group - Communication and Innovation Studies

Supervisors:Dr. ir. L.W.A. KlerkxCommunication and Innovation Studies GroupDr. PJAM, SmeetsAlterra

Ainara Alonso Silva

INTRODUCTION

CONCLUSIONSLIMITATIONS & RECOMMENDATIONS

FINDINGSRESEARCH THEORETICAL FRAMEWORK

Introduction

• market globalization• socio-economic crisis • new ways of permanency• fragmentation of the ERA• mechanisms to promote collaboration importance of RTOs• link innovation with research• mobilize coalitions• tackle the Grand Challenges • build scale and scope• technological capabilities

EUROPEAN RESEARCH ARENA

RESEARCH AND TECHNOLOGY ORGANIZATIONS (RTOs)

RTOs play a significant and key integrating role in EU research, bridging the gap between basic research and practical applications and working with universities,governments and enterprises to find practical solutions to key societal challenges. founded for different policy proposes

variety of characteristics

PUBLIC CORE COMPETITIVEPUBLIC AND PRIVET

CUSTOMERREVENUES

APPLIED

BASIC

FUNDING

KNOWLEDGE Competence Building Through socio economic monitoring and dialogue, in- house strategic research, university cooperation,

1

Technology DevelopmentThrough cooperation with actual and potential users, value chain partners and others to turn knowledge into value-added technology

Diffusion, DisseminationThrough demonstrators, contract research, consulting, licensing, spin-offs, publication, advanced training, etc2

3“specialized knowledge organizations dedicated to the development and transfer of science and technology to the benefit of the economy and society” EARTO.”

Source: European Commission

SUITABILITY OF THE RESEARCH: why?

Europe’s Research and TechnologyOrganisations (RTOs) have beenmaking a major contribution toinnovation excellence, economiccompetitiveness and social progressacross Europe for 60 years.

RTOs’ track record is undeniable,but it goes largely unreported.

Against the current backdrop of fiscalausterity, urgent Grand Challengesand ERA objectives, European andnational policy makers want realinnovation impact.

RTOs must move fast into new ways of permanency.

INTERNATIONALIZATION

COMMUNICATION+

THE RESEARCH:“The role of communication in internationalization processes of RTOs: a comparison study between Tecnalia and Wageningen University and Research Center”

INTERNATIONALIZATION

Business internationalization

RTOs Internationalization

Theoretical framework

Uppsala Internationalization Model (U-M) Innovation-related Internationalization Models (I-M) Born Global Network approach

primary or infancy stage: basic collaboration abroad; publications; informal exchanges; cooperation agreements or technology alliances

intermediate or second stage: acquiring new foreign clients; establishing R&D facilities abroad through: foreign controlled affiliates or by investing in foreign countries

ROLE OF COMMUNICATION IN INTERNATIONALIZATION PROCESSES

internationalization activities are full of processes related to alliances, connections, reputation, capacity building, knowledge transfer, deal with power, branding… where communication is relevant.

FACTOR I: Building a strategic organization chartFACTOR II: Organizational cultureFACTOR III: Network building FACTOR IV: Communication in project building

Communication approaches that could be crucial in internationalization processes:

The research

Main question: What is the role of the communication in the internationalization processes of RTO?

•In which internationalization stage are now both centers? 1.Which are the main internationalization barriers and needs that these two organizations find to start or improve an internationalization process?2.Which are the main goals in terms of internationalization for the coming years?3.Which are the main challenges to approach the desired goals in the coming years in terms of internationalization?

•Is communication a strategic element in the internationalization processes?1.Is communication a strategic element of the organizations participating in the internationalization processes?2.How are the five communication elements identified before (organizational culture; organizational structure; international cooperation; reputation; knowledge management and transfer)taken into account in the internationalization processes?

RESEARCH QUESTIONS

Strategy to give technological solutions to the remaining industries of the zone.

1.663 people on the stafforganizational model

based on 5 business units: Sustainable Development

ICT-European Software InstituteIndustry and transport Innovation and Society

Health116 million of income,

44% financed by the Basque Government

TecnaliaWageningen UR

Born to fulfill the demand from the industry and public sector in the University hot-topics. Focus on 5 main research domains: •Agro-technology and Food Sciences •Animal Sciences•Environmental Sciences•Plant Sciences•Social Sciences in a transversal way. 48% of the turnover financed by the Dutch Government

Literature research

Exploratory/Qualitative research:16 interviews in totalSnowball samplingSemi-structured interviews

Data Analysis:Interpretive coding technique

METHODOLOGY

Findings

The internationalization stage

Corporate communications Organizational Culture Network, alliances and project management

INTERNATIONALIZATION

Wageningen UR Tecnalia

Stage •Institute-based.•Permanently located in China, Brazil and with representatives for Africa, Latin America, Asia and Europe

•Unit-based.(research internationalization)•Europe oriented•Shared facilities and innovative formulas (sales network, joint ventures)

Who •14 people set up of the internationalization plan; regional account managers, brokerage

•1 person in the internationalization strategy (management board), one in each unit.

The strategy •Prioritization of topics and countries. •Proactive /passive•Subsidiary offices/on-request

•Sales increment and a better connectivity rate with other international stakeholders.•Is not a prioroty to have owned structures.

Markets •Emerging countries: volume in research capacity, quality and funding opportunities Two country categories.

•Sophisticated and emerging markets are important, markets with a good or interresting innovation system.

Countries •Priority: China, India, South Korea, Eastern Africa, Argentina, Brazil, Chile, Mexico. •2nd type Vietnam, Indonesia, Thailand, Taiwan, western Africa

•Latin America, Balkans, Arabic Emirates, Jordan and Qatar.

Barriers •No internal; external new policy and funding cut from the government; new target group.

•We don´t know how to reach those markets.•Language.•Personnel mobility

Strengths •Network and contacts, embassies and counsellor´s support;

•Important role in European Projects

CORPORATE COMMUNICATIONS

• Communication is an important issue for both centers, they mainly work in “branding”, “reputation”, “media” and other strategic tasks, but also in “brochure and publications”, “contact management” or “event organization”.

•Communication departments can be found in the whole structure of the organization, but mainly differentiated in two levels: corporate (strategic) and institute communication (assistance function).

•Gap between corporate-communication and institute-communication.

•“..let the outside world know what Wageningen is doing, that’s the main objective to develop or that they meet our international portfolio: what are our strengths, our competences… So, that´s one thing for the outside world. Another one, is let people inside Wageningen know what we are doing internationally..(RW1:12-17)”•“is important to have synchronicity between what people are working in the field and what we are communicating” (RW1:86-88)

•New communication approaches should be needed to reach new targets.

ORGANIZATIONAL CULTURE

•There are no special actions to build up a common organization culture with shared values and goals. •Internal communication channels like the intranet, meetings, newsletters, informative emails and a magazine, are the tools used. •Each center has its own culture, most of the “big-issues” or milestones are communicated to everyone in the organization. •Competing attitudes between institutes.

•Internal communication has three main focal points: personnel development, information flow and organizational culture•“integration of the culture”. It defines a top-down strategy to detect the main barriers and actions to facilitate the integration of the new culture. •“Commitment”, an evaluation of the compromise of the employees with the organization. The main objective is to raise the compromise with the organization and the participation by 30%. It takes into account four factors: the significance of the position, leadership, team work and participation.• One of the priorities is to establish a common view and culture focused on the internationalization of the organization

Wageningen URTecnalia

NETWORK, ALLIANCES AND PROJECT MANAGEMENT

• WUR has a strong scientific reputation around the world. This reputation is based on the number of publications, their good position in the research rankings but also from a good selection of partners all over the world.

• Institutional relations are crucial, that’s because the role of knowledge brokers become key for the internationalization.

• Lack of knowledge on cultural communication, group’s mediation and facilitation, or management skills are some of the mentioned barriers.

• Researchers demand support from communication to approach these new targets.

•Contact management and network building is not their work: “researchers research”

•Most of the network is related to European projects, more efforts in this sense are needed.

Wageningen UR

Tecnalia

Conclusions

According to the results, we can state that RTOs don’t follow stage-based internationalization theories, using a broader meaning of internationalization.

RTO´s are embedded in complex processes where alliances, networks and reputation are important ingredients for internationalization.

Different paths of internationalization. Tecnalia is closer to a “primary stage” of internationalization and in the process of developing their possibilities inside this stage, when Wageningen UR could be a bit further facing a “secondary” or “mature” stage where it is important to look for new investors.

•New context trends and new business reality needs from new communication formulas adapted to the environment.

•Complex hierarchical structures leak information, loosing opportunities.

•These organizations should evolve into open culture organizations where information flow and learning opportunities are guaranteed.

•An inventory of internal knowledge and experience should be done, to enhance learning and cooperation.

•Detected communication levels are necessary in a proper combination, it is clear that researchers demand more strategic communication to tackle new challenges.

•Even internal communication tools are implemented , they should be revised to check their usability and improve their use between employees.

•In the case of Wageningen UR an internal communication research should be done to detect constrains and plan solutions and actions to develop a common culture.

•Tecnalia, should focus on reinforcing the internationalization mindset.

Limitations & Recommnendations

Limitations of the research…

The overview of the study could be partial:-Snowball sampling-Complexity of the organizations and knowledge of the author-Could be possible that selected group does not reflect the real overview

Recommendations for further research…• Due to the limited number of participants of the study, research on a bigger scale would be relevant in order to generalize these results and findings. (EARTO, National policy makers, RTOs)

• More research on their internationalization processes could shed light to the understanding of international research collaboration processes, facilitating them and establishing better practices.

•Both institutions are immerse in changing processes, the research should be repeated once both organizations start working as a whole.

questions…

thanks…

Ainara Alonso Silva