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Inter-organisational Sustainability Cooperation Among European Regions and the Role of Smart Specialisation

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  • Mirko Kruse

    (University of Bremen)

Abstract

Innovation represents one of the most crucial levers for regional prosperity and sectoral renewal. Additionally, it is applied to address challenges such as a sustainable transition and the battle against climate change. Since innovation is the result of cooperation between different actors with different backgrounds, the topic is increasingly studied from a systemic perspective. Here, not only internal cooperation but also cross-border connections between regions become important. While smart specialisation, a European policy for innovation and cohesion, highlights the role of interregional cooperation, practical manifestations and research on this aspect have remained limited so far. This article addresses this gap by discussing the relevance of interregional cooperation for knowledge creation and presents empirical evidence on cooperation between organisations in different European regions in the field of environmental sustainability. The underlying dataset was constructed from Horizon 2020 (H2020) research projects with Northern Germany as an exemplary set of regions chosen as the core of a social network analysis (SNA). The findings reveal that involvement in interregional projects is concentrated particularly in urban regions and correlates with GDP and population density. On the other hand, also organisations in regions with different structural characteristics are involved in interregional cooperation, and H2020 managed to introduce new cooperation patterns. Finally, the empirical data do not adequately match the regional smart specialisation strategies (S3) which raises questions on updating smart specialisation as a policy.

Suggested Citation

  • Mirko Kruse, 2024. "Inter-organisational Sustainability Cooperation Among European Regions and the Role of Smart Specialisation," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 15(4), pages 16735-16779, December.
    • Handle: RePEc:spr:jknowl:v:15:y:2024:i:4:d:10.1007_s13132-024-01760-z
    DOI: 10.1007/s13132-024-01760-z
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