| dc.description.abstract | This thesis is a study of the innovation and entrepreneurial ecosystem that exists in the Stavanger region and the role of University of Stavanger in this ecosystem. It presents a qualitative analysis of the different dimensions of the ecosystem and the University of Stavanger’s efforts and contribution to maintain and develop the ecosystem to encourage and foster innovation and entrepreneurship. It also examines whether the ecosystem is shaped to support both digital (or software) and deep tech (or hardware) innovations and startups.
To understand this, interviews were conducted, as per qualitative research method, with various actors, stakeholders, academics, and startups through email questionnaires, which were customized based on context and role of the participant. Through their responses, we learn that the Stavanger region has everything that an effective ecosystem for innovation and entrepreneurship ecosystem should have from support organizations, financiers, supply of skilled human resources, to government support, robust industry, and a large and diverse market. The ecosystem has also adopted the ‘triple helix’ model of industry-university-government relationship. Although the ecosystem appears to be more favourable for digital startups, there are deep tech startups in the region and there is potential for more in the future. As for the University of Stavanger, the participants say that it is not only taking a lot of efforts to provide its students and academics with the resources for innovation and entrepreneurship activities, but also focused regional development along with contributing to the regional ecosystem.
In order to improve, the ecosystem can formulate a ‘routine’ that new entrepreneurs can follow help them get all the resources, contacts, etc. they need so it is easier for them to get going. There needs to be more funding available regardless of the type of innovation as well as patience to let deep tech startups develop, test and market their technology. The university needs to provide more hands-on assistance to its entrepreneurs as well as involve the general public in order to evolve the ecosystem into a ‘quadruple helix’ model. | |