Sandbox+1

Scott e-m, 12/13/12 9 Dec, 2012 @http://arabcrunch.com/2012/12/arab-tech-guide-top-11-startup-accelerators-in-the-arab-world-in-2012.html Many seed startup ideas in the Arab world die because it lacks seed funding, but this is changing.
 * Arab Tech Guide: Top 11 Startup Accelerators in the Arab World in 2012 **

Many startup accelerators were launched in the Arab world. Offering Y combinator model. Around $10 K in seed funding, office space and mentorship for around 10% equity in the firm. If you have a startup idea and did not develop a prototype yet this list will be helpful for you. Today you present you with the first serious of Arab Tech guide, starting with the list of the accelerators in the Arab world: 1- Startup Reactor (Egypt)

A joint project between Innoventures LLC i Fascila Technologies LLC. The program will create an environment to connect entrepreneurs, investors and mentors, and will host, coach and invest in Egyptian seed-stage startups for a duration of 6 months.

Areas of focus clean technology, energy, electronics, media and market intelligence.

Fascila Technologies will manage VLSI Reactor, a subsidiary program that will run in parallel focusing on startups in the electronics and semiconductors industry.

Qualifying startups will receive seed funding and office facilities, will be assigned a committed mentor, and will follow an adaptive training program, whilst they focus on developing their business model, prototype, brand and customer base. 2- Seed Startup (UAE, International)

Seed Startup is an international startup accelerator based in Dubai. Focusing on digital media startups (web, mobile, software), Seed Startup accepts 5 – 10 entrepreneurs to participate in an intensive, 3 month program providing world-class mentorship, networking and a seed investment of up to $25K in exchange for 10% equity. 3- i360 Accelerator (UAE)

i360 Accelerator is recruiting its first cohort of entrepreneurs this fall, for an accelerator program launched in November in Dubai. Similar programs will follow in Abu Dhabi, Beirut and Amman. Interested entrepreneurs will compete in pitching-contests, called “innov-a-thons,” with top contestants earning a spot in the November cohort. From concept to prototype in 60 days. 4- Oasis 500 (Jordan) <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">is a seed accelerator and investment network based in Jordan. With the stated goal of accelerating 500 startups in the Arab region, Oasis500 has built a large network of mentors, educators and angel investors to assist entrepreneurs. Successful applicants in round 1 go through 6 days boot camp training and then selected applicants get funded up to JD 22,000 offering free office space for up to 6 months with mentorship service for a 10% equity in the startup. Additional investment may follow up to 50,000 JD (~ $70,000), another three months of incubation, and a chance to pitch to a global network of investors at Oasis500’s Angel Network event. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">5- Flat6Labs (Egypt)

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Flat6Labs hosts teams for a three-month cycle and gives them access to the facilities, expertise, mentorship, and support needed to make the most of their own talent. Upon their selection, the teams are provided with seed funding in the range of EGP 60,000-75,000 (~$8,000 – $12,500) In exchange for 10-15% stake of equity in their projects.

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">At the end of the three months period, Flat6Labs holds a Demo Day event, where teams are given the opportunity to showcase their products to potential investors and the media. If any of the teams has been successful in its bid to establish a fully furnished enterprise with promising market potential, it will graduate from Flat6Labs and receive additional funding to establish its enterprise. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">6- Berytech (Lebanon)

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Berytech has been supporting entrepreneurship in Lebanon for the past ten years, providing mentorship, funding, education and workspace. Berytech launched the first seed fund for tech entrepreneurs in 2008 and launched its seed accelerator program in 2010. Startups will get funded up to 25k$, including 6 months incubation services and mentoring from Berytech, for up to 15% stake in the project, as well as the possibility of further investment from Berytech Fund up to 1.2M$, to boost your Business. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">7- Seeqnce (Lebanon)

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Internet Startup Accelerator based out of Beirut, Lebanon. Seeqnce operates an accelerator program that takes inspiration from best practices of leading accelerators, such as Y Combinator and Techstars,

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">The 2013 Program will start in the second quarter of 2013 and will select, help build and accelerate top-class web & mobile startups with regional or global potential. Seeqnce offers Significant investment per startup. Cash prizes and in-kind support, free office space, access to new funding, media, mentorship and training.

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Seeqnce took Ycombinator approach where No idea or team needed. And No restrictions apply. Applications are open to anyone, from anywhere, in any industry. To Apply go here. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">8- Tahrir2 (Tahrir Squared)

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">(Alexandria, Egypt)

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Launched in April 1st, 2011, by Samer al Sahn, the former CEO of software development company eSpace and Mohammed Gawdat, the head of Eastern and Emerging Europe, Africa, and the Middle East at Google.

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Funding is on a case-by-case basis, beginning at $15,000. the seed funding called tahrir seed fund and the incubator would bring funding from other angel investors. To apply click here. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">9- Tenmou (Manama, Bahrain)

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Launched: July 2011, by a board of directors led by Sami M. Jalal of Mohammed Jalal & Sons. Tenmou does not offer a fiscal space, but cash investment and mentorship and it does not solely focus on tech startups but on any sector – excluding real estate- as long as the idea is innovative and can spread beyond the Bahraini market, Startups must have a team of 2-4 Bahraini founders.

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Tenmou usually invest on average around BD20,000 (~$50,000), in return for between 20% of the company in which after that entrepreneurs can present in an investor day. The hub is open to applicants in batches. To apply click here. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">10- N2V Labs

<span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Based: In Amman, with access to their centers in Riyadh, Dubai, Cairo, and Silicon Valley. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">N2V labs is part of N2V Holding group which operates and invests in web and mobile startups. N2V labs recruits geeks as entrepreneurs-in-resident provide them with seed funding, salaries, mentorship for 3 to 6 month for launching new startups that solves problems. And if a startup works well additional funding and spin off will conclude offering the entrepreneur in resident equity in the startup. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">11- Meydan  (Jordan) <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Based: in Amman, Jordan. Launched: May, 2010, by Maher Kaddoura. <span style="font-family: 'Times New Roman','serif'; font-size: 16px;">Meydan offers 100 days of training for free. Offer seed funding of about $10K. The accelerator seems quite recently we do not know if it is still active.

[below article needs to be abstracted - addition/qualifier to WB Venture Acceleration Networks report] @http://www.fastcompany.com/3003967/who-needs-y-combinator-anyway-not-these-two-dropouts?partner=newsletter

The words “entrepreneur” and “dropout” are often associated; think Mark Zuckerberg, leaving Harvard for bigger things, or the young people goaded and funded by Peter Thiel. It’s easy to imagine a college student planning to drop out of school to join Y Combinator; rarer, though, is the person who has gotten his startup into that famous accelerator, only to abandon it. Yet that’s what Noah Ready-Campbell did. He and his business partner, Calvin Young, both ex-Googlers, joined the Y Combinator program in the summer of 2011. Within a week or two, they dropped out--becoming, so far as they’re aware, only the second team to ever do so. Not long after withdrawing their micropayments company from Y Combinator, the team decided to further pivot into a completely different business, a secondhand clothing marketplace for women called Twice. We caught up with Ready-Campbell to learn a few lessons about pivoting and trusting your gut.
 * If The Shoe Doesn't Fit, Ditch It**

Ready-Campbell and Calvin didn’t bail on Y Combinator because of any real animosity for the program; it just wasn’t the right moment, nor was it the right fit. Their micropayments startup, alternately called Minno and BuySimple, had received a seed round before getting into Y Combinator, so they had already been on the fence about joining the accelerator to begin with. And right around the time of joining, they hit a wall with a major aspect of their business, finding it difficult to form a few key partnerships they needed to grow. “We felt like there was a lot of time pressure to get something up and running by Demo Day,” says Ready-Campbell, “and since we had already raised a seed round, we felt like there was a higher bar.” The confluence of the good luck of the seed round and the bad luck of the failed partnerships made things awkward: “We didn’t think there was time to both regroup and make more progress than what was expected from an average seed-stage Y Combinator company.” There was something else that irked them a little about Y Combinator. Ready-Campbell and Young had left Google to be their own bosses; at YC, they began to feel like they were being foisted into a “cookie-cutter approach” of how to build a company. “Maybe Calvin and I are more stubborn than most people, but we didn’t love that aspect of the program either.” Ready-Campbell says that Paul Graham--whom he calls “one of the smartest people I’ve met”--did briefly try to convince the team to stay in the program. “But I think he saw it wasn’t a good fit for us, and that was the end of it.”
 * Investors Invest In Teams, More Than Ideas**

Soon after dropping out of YC, Ready-Campbell and Calvin decided to shutter their micropayments idea. At this point, they had reason to fear dropouts of another sort--dropouts among those who had invested in them. But the duo went back to their investors to pitch a new idea, a secondhand fashion marketplace called Twice. “No one dropped out,” Ready-Campbell says of their investors. “They didn’t invest in a micropayments startup--they invested in a team of two friends and roommates with engineering and business degrees, who had worked at Google and were passionate about building a business.” Again and again, investors had told them, “We’re investing in teams. We know things are going to change, but we think you guys are going to hang in there and make something happen.” Several investors were actually //relieved// to see the duo get out of micropayments, a difficult space; a few got even more excited about the new idea, and deepened the level of their investment.
 * Finding The Right Fit**

As if dropping out of Y Combinator and shuttering their first idea weren’t enough to strain their credibility, Ready-Campbell and Young had another tough sell: These two men were going to get into women’s clothing. Specifically, their interest was in secondhand clothing--both had grown up in non-moneyed families, and knew a thing or two about bargain hunting--but as they studied the market, they realized that they’d have to begin with the women’s sector of the pie, which dwarfed that of either men’s or children’s secondhand clothes. A couple of bros were going to sell cute dresses online. A good idea? In fact, yes. Ready-Campbell and Young took their tech and business know-how and focused on operations, removing pain points from traditional ways of reselling clothing. Twice invites women to clean out their closets and ship their clothes to Twice for free; Twice then evaluates the clothing and makes an offer, later reselling the clothes at a 70-90% discount off retail prices. (You can reject Twice's offer, if you feel low-balled, by paying a $5 fee to return the clothes.) Twice developed technology in-house that streamlines the process of photographing garments and cropping and applying filters to the resulting images. A process that takes other companies 15 minutes takes Twice just two minutes, claims Ready-Campbell. And by centralizing operations and taking measurements of all garments, Twice hacks one of the central problems of online clothing purchases--that of fit.

Ready-Campbell and Young were smart enough to know they needed to hire people with expertise in women’s fashion; their first hire, Erica Setness, had run a vintage clothing store online for several years. Of Twice’s 26 employees, 20 are women. (Twice did $8,000 in revenue in its first month; it has since grown to over $100,000 in revenue per month, and recently closed a $4 million Series A funding round.)Still, under the theory that you can’t truly know your audience until you walk a mile in their shoes (or dresses), Ready-Campbell and Young delighted their employees this Halloween, when they decided to dress up in samples from Twice’s inventory.

http://www.scidev.net/en/science-communication/influencing-policymakers/policy-briefs/classifying-knowledge-for-policymaking.html =Classifying knowledge for policymaking= Source: Overseas Development Institute 27 April 2012 | EN Participatory data gathering is one form of policy-relevant research Flickr/IRRI Images

This policy brief, published by the Overseas Development Institute, explores how different types of knowledge feed into policymaking processes — based on case-studies in three [|South-East Asian] countries — and suggests that classifying knowledge can be a useful way of promoting evidence-based decisions. The complexity of [|policy] processes means there is no simple way of using available science and research. And there are questions over which forms of knowledge — research to identify problems and solutions, for example, or participatory data gathering — are more suitable for informing policy. Classifying knowledge can help researchers, and others who produce evidence, to better communicate what they know, says the brief. And it can help those who use knowledge appreciate the value of basing their decisions on a range of sources. The authors explored this by developing a knowledge taxonomy based on the biological classification system created by Carl Linnaeus. They divided knowledge into evidence-based policy research and academic research, with each then branching out into sub-categories defined by research methods, sources, and the purpose of the research. The research purpose was then split into seven categories, which were used to evaluate the use of knowledge in three case-studies. The analysis showed that different types of knowledge can be beneficial. In the Philippines, for example, a participatory data-gathering programme developed by a network of nongovernmental organisations helped to map out strategies and mobilise resources for goals set by local government groups in various sectors, including [|agriculture] and human resource development. The process was replicated in various parts of the country — but scaling up and transforming [|governance] proved to be challenging. In Indonesia, 'one-stop-services' that provide easy access to information for businesses indicated that knowledge produced to identify problems can complement formal research and reduce opportunities for corruption. And in Vietnam, [|research] evidence and citizen engagement successfully informed a government initiative to simplify administrative procedures. The brief notes that additional types of knowledge can be included in the taxonomy developed in the study. It concludes that classifying knowledge into different types can help policymakers use different sources of information in decision-making. [|Link to full policy brief from the Overseas Development Institute] [199kB] //This policy brief was written by Arnaldo Pellini, from the Overseas Development Institute, United Kingdom, Maria Dolores Alicias, independent consultant based in the Philippines, Nguyen Thi Thu Hang, from the Vietnam Academy of Social Sciences, and Palmira Permata Bachtiar, from the SMERU Research Institute, Indonesia.// http://www.odi.org.uk/sites/odi.org.uk/files/odi-assets/publications-opinion-files/7563.pdf

http://www.scidev.net/en/science-and-innovation-policy/editorials/showing-decision-makers-the-value-of-science.html =Showing decision-makers the value of science= Nick Ishmael Perkins 29 November 2012 | EN | [| ES] | [| 中文] Survey respondents in the media sector reported problems accessing information from scientists and governments Flickr/bbcworldservice A couple of weeks ago, I was speaking to a funder from a major philanthropic organisation at the Open Up! conference on international development in London. We acknowledged that philanthropists should be in a position to take more risks, such as [|funding] creative projects that might deliver development outcomes in unexpected ways, because unlike government aid agencies they are not accountable to a nation of taxpayers. But this colleague said that what a private funder really wants is a balanced portfolio: some projects could be a bit risky, but not all of them should be. And he said that even unconventional projects need to offer convincing evidence about their potential value. This exchange demonstrates simply the value of carrying out research before making strategic choices — it helps to manage risks. But a [|new study by SciDev.Net] makes clear that the steps from research to decision-making are far from straightforward: they can be fraught with misunderstandings about what makes research [|relevant to policy] and development outcomes. The study also informs our strategic review for the next five years of SciDev.Net's work, and decisions about how to invest our valuable resources. We have spoken to more than 3,500 scientists, funders of science, users of science and [|reporters of science] around the world to explore the challenges of applying scientific research to policy and practice for poverty reduction and equitable, sustainable development. Being efficient involves understanding how to do things better; being effective is knowing the right thing to do in the first place. The research that underpins our strategic review is focused on the latter: understanding the relationship between science and global development rather than fine-tuning what we do internally. Among the insights emerging from the findings, published today, are several that are particularly significant for organisations that, like SciDev.Net, are concerned with the capacity of science to make a difference to the lives of poor people. One is that science has implications for public policy across a range of issues — in any given year, there is unlikely to be a [|Millennium Development Goal] that might not benefit from some technological [|innovation] or scientific insight. It is interesting, then, to learn that more than 70 per cent of the development agencies we spoke to said they seldom read about advances in science or technology. Is this because they think of science as something to be read by scientists, a professional group well removed from themselves and their peers? Science and technology generally fall under the same ministerial brief for higher education in many governments globally. This makes sense in the context of [|planning for better science capacity], but may also explain the professional segregation. Indeed, at the largest conferences on international development, the language of the scientific method is everywhere — people speak of evidence, pilots and results. But you would be hard pressed to find scientists themselves in these spaces speaking about research or technological innovation. Our findings suggest reasons why this might be the case. Many of our readers around the world complain of a lack of sources for information and discussion. Also, resistance and censorship among the scientific community are major global issues: nearly 60 per cent of respondents feel that the research community is "reluctant to share detailed information or to provide conclusions and recommendations based on research results". In particular, nearly half of respondents in the media sector do not feel positive about access to scientists or academics as sources of information, or about access to information from government agencies on issues relating to science. Where scientific information might make it into the media, both journalists and their audiences do not always feel confident about how the information is being handled. Good journalism requires a particular set of skills, and demand for training among our media respondents in some regions is as high as 70 per cent. Less surprisingly, more than half of media respondents complain about the difficulty of finding scientists and tech enthusiasts who can speak in a way that is understandable to a lay audience. The challenge of communication is not as straightforward as it would first appear. We assume that being understandable is just about using less jargon. But the point is, it matters whose jargon is used.
 * A SciDev.Net survey reveals the challenges of applying research insights to policy and practice, and underscores that evidence is not enough.**
 * Science–policy gulf**
 * Communication breakdown**
 * The language of development**

To be effective, we need to ensure that news about science and technology resonates clearly with the concerns and language of those who should apply it in their work. This is not just about understanding the preoccupations that define the professions 'downstream' of science, it is also about acknowledging the values that shape key relationships in any policy sphere. Our research shows that the largest challenge to applying research insights to policy and practice is a lack of socio-economic analysis and explanation of the implications. In addition, respondents feel that financial interests tend to dominate most public policy-making processes — and this is not generally reflected in the communication of scientific evidence. In fact, the majority of respondents acknowledge that policy-making is an informal process, driven by aspirations and belief systems where evidence is often sought after decisions are made. This must be recognised if we want to improve the quality of decision-making. And it makes the role of SciDev.Net clear. We will rededicate ourselves to showing policy-makers the value of science — not by focusing just on our Petri dish of knowledge, but also by considering the development questions to which it relates. And we will listen out for these questions in the way that the best scientists do: with creativity, curiosity and a commitment to a better world. Nick Ishmael Perkins

Director, SciDev.Net

@http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/09/21/000333038_20120921041514/Rendered/PDF/726970WP0Box3700Programs0Supporting.pdf =Evaluation of World Bank Group programs supporting innovation and entrepreneurship (English)= Abstract This evaluation will assess how well the Bank Group is fostering innovation and entrepreneurship in client countries with a view to informing future strategic directions and enhancing program and project implementation, including the results agenda. It addresses both accountability and learning objectives. The accountability objective focuses attention on the extent to which specific World Bank Group (WBG) interventions supporting innovation and entrepreneurship have achieved their stated objectives. Insights into such questions are important for understanding future priority actions, including resource allocation as these areas are of growing importance in the WBG portfolio. The learning objective is important, because notwithstanding the growing importance of projects in innovation systems and the knowledge economy area in the WBG portfolio, interventions addressing innovation and entrepreneurship are relatively new. Innovation is also risky and in many cases entails failures that can provide useful lessons. Moreover, evaluation of such interventions that provide lessons related to what works, what does not work, why, and in what contexts is scarce. The evaluation will identify the types of interventions that the WBG has used to support innovation and entrepreneurship following from the policy rationale for supporting such projects. Based on this typology of interventions the specific evaluation objectives are to: 1) assess what specific interventions on innovation and entrepreneurship were expected to achieve and how they are addressed in strategies and project documents; 2) assess whether or not the expected results from these were achieved; and 3) find out why certain results occurred or did not occur as expected and draw lessons for the future design and implementation of strategies and operations. 2012/09/01

http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/05/29/000425970_20120529115323/Rendered/PDF/692020ESW0P1080nopark0Report0June08.pdf =Facilitation of innovative entrepreneurship through technoparks (English)= Abstract In light of an economy dominated by the extraction sector, the Kazakhstan government has decided that the country must make the transition from producing and exporting primarily unprocessed raw materials to producing and exporting more knowledge-intensive value added goods and services. However, the pace of economic diversification has not met expectations and productivity in manufacturing and services remains low. Oil and mining represented more than 80 percent of exports in 2005, and excluding the metal sector, manufacturing exports remained almost constant from 1995 to 2005. The objectives of this report are: a) to carry out a general diagnostic review of the technopark infrastructure under the supervision of the Ministry of Industry and Trade (MIT), as well as to review regions where new technoparks may be potentially located; b) to present international experience in the area of technoparks; c) to propose a program to increase the effectiveness of existing and planned technoparks

http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/06/21/000425970_20120621164046/Rendered/PDF/700230ESW0P11100Business0Incubation.pdf =Global good practice in incubation policy development and implementation (English)= Abstract This paper was based on a desk review of the literature relating to best practice in public policy supporting business incubation, supplemented by four national case studies covering Brazil, Ma-laysia, New Zealand and South Africa. These country studies were prepared through engage-ment of stakeholders, site visits and other sources of primary and secondary information collection. In the context of the study, we focused on best practice in policy development, meaning that public bodies should identify clear objectives and goals to be achieved within the resources avail-able and take steps to measure and assess what has actually been achieved, allowing changes to overcome unexpected barriers, as well as to identify and disseminate best practices to improve overall performance

http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2006/05/04/000012009_20060504143652/Rendered/PDF/360640ECA0rev0Knowledge01PUBLIC1.pdf [#109 in CN list] =Public financial support for commercial innovation - Europe and Central Asia Knowledge Economy Study Part I (English)= Abstract The report focuses on the rationale, financial instruments, and institutional requisites for effective public support for commercial innovation. The set of institutions and conditions in the various ECA countries is reviewed, with the aim of determining which countries are ready for public support to commercial innovation, and which are missing some critical institutional requisites. The appropriateness of the financial instruments that have been used in Organization for Economic Co-operation and Development (OECD) countries and internationally, is evaluated to encourage innovation by the private sector. The aim of the financial instruments recommended in this study is to address those problems through the encouragement of private research and development (R&D) in companies, by providing incentives for collaboration through the co-funding of "consortia" of firms and universities/research institutes, to implement innovative projects. Non-financial instruments, such as business support services, incubators, and economic support zones, are discussed in the study as complementary components of the financial instruments. The focus of this study on R&D and on commercialization is consistent with the view that commercial innovation and R&D are key factors driving self-sustained, long-term economic growth, and, moreover, that these factors are generated from within the economic system, responding to economic incentives.

Jean-Eric Aubert World Bank Institute
 * Promoting Innovation in Developing Countries: A Conceptual Framework**

World Bank Policy Research Working Paper 3554, April 2005

Increasing attention is being paid to the promotion of innovation in developing countries, including at the World Bank. Despite this, however, there is no solid conceptual framework from which appropriate policies can be developed.This paper aims at providing such a framework. The intention is not to provide an exhaustive overview of innovation issues and policies in developing and middle-income countries, but rather to offer a starting point for further refinement and enrichment by relevant communities both in the Bank and outside.

**Abstract** The author provides a conceptual framework for approaching the promotion of technological innovation and its diffusion in developing countries. Innovation climates in developing countries are, by nature, problematic, characterized by poor business and governance conditions, low educational levels, and mediocre infrastructure. This raises particular challenges for the promotion of innovation. The latter should be understood as the diffusion of technologies-and related practices-which are new to a given context (not in absolute terms). What matters first is to provide the necessary package of support-technical, financial, commercial, legal, and so on-with flexible, autonomous agencies adapting their support and operations to the different types of concerned enterprises. Facilitating and responding to the emergence of grass-root needs at the local level is also essential. Support to entrepreneurs and local communities should be primarily provided in matching grant forms to facilitate the mobilization of local resources and ownership. It is of primary importance to pay the greatest attention to country specificities, not only in terms of development level, size, and specialization, but also in terms of administrative and cultural traditions. At the global level, major issues need also to be considered and dealt with by appropriate incentives and regulations: the role of foreign direct investment in developing countries' technological development, conditions of technologies' patenting and licensing, the North-South research asymmetry, and brain drain trends.

//World Bank access//: @http://documents.worldbank.org/curated/en/2005/04/5716253/promoting-innovation-developing-countries-conceptual-framework //Document//: @http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2005/04/06/000112742_20050406163630/Rendered/PDF/wps3554.pdf [add explanation of how cut/paste selections were made and by whom]

** Stimulating and supporting enterprise innovation **

Creating a climate conducive to innovation in developing countries requires first the recognition of the very special nature and composition of the enterprise sector. A large part of the sector is made of micro enterprises which are operating in the informal economy and which have a very low technology competency, if any. A less important segment is composed of SMEs with minimal technological capabilities. An even smaller segment is constituted of technology competent enterprises. Finally,there is small number of R&D rich enterprises. What is important is to have: 1) schemes adapted to the different types of enterprises, 2) schemes tackling the various needs: technical, commercial, legal, etc.3) schemes embedded in broader actions aimed at upgrading the overall management of enterprises. The attached table (Table 2) summarizes policy instruments responding to these different requirements.

<span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">SMEs and micro <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">enterprises || <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">**Business**: <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">To stabilizing business and build <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">competitive capabilities. <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">**Innovation**: <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">Building awareness of scope and <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">benefits of innovation || * <span style="font-family: Arial,Helvetica,sans-serif;">Business advisory and support services – SME and micro -enterprise support agencies <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">technology SMEs || <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">**Business**: <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">To develop competitiveness. <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">**Innovation**: <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">To introduce basic innovation skills. To encourage adoption and <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">application of new ideas || * <span style="font-family: Arial,Helvetica,sans-serif;">Support for business development,diversifying customer base <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">competent <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">enterprises || <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">**Business**: <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">To support market development, <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">internationalization of business. <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">**Innovation**: <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">To build in-house innovation <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">capabilities || * <span style="font-family: Arial,Helvetica,sans-serif;">Business development, exports market support <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">enterprises || <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">**Business**: <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">To develop international markets, <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">entry to global supply chains <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">**Innovation**: <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">To encourage R & D, engagement with international innovation networks, technology <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">transfer and diffusion || * <span style="font-family: Arial,Helvetica,sans-serif;">Exports support
 * ===<span style="font-family: Arial,Helvetica,sans-serif;">Policy Frameworks Appropriate to Enterprise Innovation capability (R. Whyte) === ||
 * || ====**<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 12px;">Policy Objectives **==== || ====**<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 12px;">Policy Instruments **==== ||
 * <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">Low technology
 * <span style="font-family: Arial,Helvetica,sans-serif;">Finance (including micro -finance)
 * <span style="font-family: Arial,Helvetica,sans-serif;">Management and skills development
 * <span style="font-family: Arial,Helvetica,sans-serif;">Innovation awareness and understanding
 * <span style="font-family: Arial,Helvetica,sans-serif;">Productivity enhancement services
 * <span style="font-family: Arial,Helvetica,sans-serif;">Innovation identification and matchmaking
 * <span style="font-family: Arial,Helvetica,sans-serif;">Cluster-based approaches to stimulating innovation ||
 * <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">Minimal
 * <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">Minimal
 * <span style="font-family: Arial,Helvetica,sans-serif;">Product diversification and quality improvement
 * <span style="font-family: Arial,Helvetica,sans-serif;">Management and skills development
 * <span style="font-family: Arial,Helvetica,sans-serif;">Internet-based information services
 * <span style="font-family: Arial,Helvetica,sans-serif;">Technology awareness and marketing
 * <span style="font-family: Arial,Helvetica,sans-serif;">Support for technology adoption and adaptation projects
 * <span style="font-family: Arial,Helvetica,sans-serif;">Graduate intern and placement programs
 * <span style="font-family: Arial,Helvetica,sans-serif;">Consultancy and technical assistance support ||
 * <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">Technologically
 * <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">Technologically
 * <span style="font-family: Arial,Helvetica,sans-serif;">Internet-based information services
 * <span style="font-family: Arial,Helvetica,sans-serif;">Innovation and technology support
 * <span style="font-family: Arial,Helvetica,sans-serif;">Technology transfer support
 * <span style="font-family: Arial,Helvetica,sans-serif;">Incubators and technoparks
 * <span style="font-family: Arial,Helvetica,sans-serif;">Linkages with academic researchers
 * <span style="font-family: Arial,Helvetica,sans-serif;">Innovation Relay Centers –matchmaking services
 * <span style="font-family: Arial,Helvetica,sans-serif;">Laboratory services and metrology
 * <span style="font-family: Arial,Helvetica,sans-serif;">Graduate intern and placements
 * <span style="font-family: Arial,Helvetica,sans-serif;">Consultancy and technical assistance support – e.g. on commercialization, IPR, licensing, patenting, etc.
 * <span style="font-family: Arial,Helvetica,sans-serif;">Technology joint ventures ||
 * <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">RD rich
 * <span style="display: block; font-family: Arial,Helvetica,sans-serif; text-align: left;">RD rich
 * <span style="font-family: Arial,Helvetica,sans-serif;">Technology support
 * <span style="font-family: Arial,Helvetica,sans-serif;">Support for participation in
 * <span style="font-family: Arial,Helvetica,sans-serif;">international R & D networks, e.g. EU Framework Program
 * <span style="font-family: Arial,Helvetica,sans-serif;">Technology and other innovation-based spin-offs
 * <span style="font-family: Arial,Helvetica,sans-serif;">University-industry collaboration
 * <span style="font-family: Arial,Helvetica,sans-serif;">Support for commercialization ||

=Science, Technology, and Innovation - Publications= http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTEDUCATION/0,,contentMDK:20457080~pagePK:148956~piPK:216618~theSitePK:282386,00.html

Permanent URL for this page: [] > Natalia Agapitova, Lauritz Holm-Nielsen > Lauritz Holm-Nielsen, Patricia García Zúñiga, Thomas Nikolaj Hansen > Dahlman, Carl J.; Aubert, Jean-Eric > Natalia Agapitova, Lauritz Holm-Nielsen, Goga Vukmirovic > Mans, Darius > Hoe Hoon Chung > Watkins, Alfred; Agapitova, Natalia > Lopez-Acevedo, Gladys > Lopez-Acevedo, Gladys > Lopez-Acevedo, Gladys > Kim-Song Tan, Sock-Yong Phang > Watkins, Alfred > Watkins, Alfred; Verma, Anubha
 * Countries Case Studies and Lessons of Experience**
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> Jean-Eric Aubert; Jean-Louis Reiffers > Maloney, William F. > Murphy, Paud; Anzalone, Steve; Bosch, Andrea; Moulton, Jeanne > Thomas Nikolaj Hansen, Natalia Agapitova, Lauritz Holm-Nielsen, Ognjenka Goga Vukmirovic
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 * [|The Evolution of Science & Technology: Latin America and the Caribbean in Comparative Perspective]

> Chen, Derek H. C.; Dahlman, Carl J. > Lederman, Daniel; Maloney, William F. > Ekboir, Javier; Lele, Uma > Hoekman, Bernard M.; Maskus, Keith E.; Saggi, Kamal > Aubert, Jean-Eric
 * Knowledge for Development (K4D) studies**
 * [|Knowledge for Change Progress (KCP) Report]
 * [|Knowledge and development : a cross-section approach]
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 * [|Technology generation, adaptation, adoption and impact: towards a framework for understanding and increasing research impact]
 * [|Transfer of technology to developing countries : unilateral and multilateral policy options]
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> Robert Watson, Michael Crawford and Sara Farley > Salmi, Jamil; Millot, Benoit; Court, David; Crawford, Michael; Darvas, Peter; Golladay, Fred; Holm.Nielsen, Lauritz; Hopper, Richard; Markov, Andrei; Moock, Peter; Mukherjee, Hena; Saint, William; Shrivastava, Shashi; Steier, Francis; Van Meel, Rosita > De Ferranti, David; Perry, Guillermo E.; Gill, Indermit; Guasch, J. Luis; Maloney, William F.; Sanchez-Paramo, Carolina; Schady, Norgert > Crawford, Michael; Eisemon, Thomas; Holm-Nielsen Lauritz > Hepp K., Pedro; Hinostroza S., Enrique; Laval M., Ernesto; Rehbein F., Lucio
 * Education for Knowledge Economy**
 * [|Strategic Approaches to Science and Technology in Development]
 * [|Constructing knowledge societies : new challenges for tertiary education]
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 * [|Interactive technology and electronic networks in higher education and research: issues and innovations]
 * [|Technology in schools : education, ICT and the knowledge society]

> ECA Knowledge Economy Study, Volume 1 > Lederman, Daniel; Saenz, Laura > de Ferranti, David; Perry, Guillermo E.; Lederman, Daniel; Maloney, William E. > Scarpetta, Stefano; Tressel, Thierry > Sanjaya Lall > Srinivasan, T.N.
 * Technology and Competitiveness**
 * [|Public Financial Support for Commercial Innovation]
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 * [|From natural resources to the knowledge economy - trade and job quality]
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 * [|Strengthening SMEs for International Competitiveness]
 * [|Entrepreneurship, innovation and growth]

> Potashnik, Michael; Gonzales, Maria; Mayville, William
 * World Bank Publications on Education and Technology before 1996**
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