Registration Fee

Status	Authors registration (Early Bird)	Authors registration (Regular)
Undergraduate students, students of Master degree program of outside Universities.	RUB 1000 (USD 15)	RUB 3300 (USD 50)
FEFU staff members, Keynote speakers, Moderator Honorary Guests.	FREE	RUB 5200 (USD 78)
Other participants	RUB 5200 (USD 78)	RUB 7500 (USD 110)

The participants of the Conference will be provided with:

• meals during the Conference dates;
• all information materials.

Accommodation is paid by the Conference participants themselves.

A single room cost is RUB 1250 in the FEFU hotel

A double room cost is RUB 1000 per 1 person in the FEFU hotel

Rooms are reserved by the Conference organizers.

Application Form APPLICATION To participate in the 1st Annual International Conference “Cross-Border Markets of Goods and Services: Issues of Research”

	Track (number)
	Report title
	Educational institution or organization
	Report authors: family name, name, patronymic, degree level, academic rank, position, department (in full)
	Scientific supervisor (for undergraduate and post graduate students): family name, name, patronymic, degree level, academic rank, position, department (in full)
	Address (city, state (if relevant), country)
	Telephone number
	E-mail
	Accommodation (single room in the FEFU hotel, double room in the FEFU hotel, own accommodation in Vladivostok hotels)
	Document Date

Requirements for materials writing and presentation

Writing abstracts:Abstracts should state the main issue the presentation will address, explaining why it is important. Written in English, the abstract should consist of minimum 500 words and maximum 1.500 words (excluding references). The abstract should include the following items: 1) title; 2) authors details (first name, family name, affiliation (department, institution, city, state (if relevant), country), e-mail address); 3) keywords, maximum five; 4) brief presentation of the state-of-the-art, methodology, research focus, findings and interpretation, conclusions, policy implications and directions for further research. All abstracts should be written exclusively in English. All abstracts are subjected to peer reviewing and are expected to meet the standards of academic/scientific excellence. Feedback will be provided regardless of the acceptance decision. Abstracts must not currently be under consideration by another conference or have been presented elsewhere before. Abstract formatting: 1. The materials are accepted as.doc or docx. 2. Paper margins: 20mm on all sides. 3. All pages, including the title, should be numbered in the center of the bottom. 4. Line spacing –1.5. 5. Font - Times New Roman Cyr, 14 pt (regular). 6. Title – center line, semi bold. 7. Author’s name – center line, semi bold. 8. Affiliation – center line, italics. 9. File title – by the main author family name. Contacts:

Ms Elena A. Glotova Cell: [phone] E-mail: [e-mail]

Ms Svetlana M. Minenko Cell: [phone], [phone] E-mail: [e-mail]

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Example

TECHNOLOGICAL CATCH-UP AND THE ROLE OF UNIVERSITIES: SOUTH KOREA’S INNOVATION-BASEDGROWTH EXPLAINED THROUGH THE CORPORATE HELIX MODEL Myung-Hwan Cho Professor at Department of Biological Sciences College of Bioscience and Biotechnology Konkuk University, Seoul, Republic of Korea, [e-mail] Keywords:Triple-Helix, Corporate-Helix, University, Industry, Government, Technological Catch-Up, Innovation, South Korea. Background:Linkages between industry and university have become crucial for knowledge discovery and driving industrialization within fast-paced global competition and technological evolution. Studies have often ignored the evolving of universities from an ivory tower to an entrepreneurial university in the context of a nation’s technological catch-up to innovation-based growth. Despite still struggling with a fragile past in relations with its neighbors, South Korea can be anticipated to entertain a national system of innovations on account of its history. The development of both universities and industries nationally and internationally can be observed in recent decades. Also, a range of interventions have been undertaken by national governments to reinforce the knowledge base of innovations with regards to university-industry relations and to encourage the development of various sectors. Nonetheless, amidst the “twin dominance” of big business (i.e., Chaebols) and the government, the role of universities appeared to be relatively weak. Therefore, one of the great weaknesses of the Korean national innovation system was attributed to the lack of interaction between university and industry, which was due to the nature of Korean universities as being teaching-oriented. However, since the 1990s, research had been given growing priority in Korean universities. Methodology: This paper illustrates the transitioning of Pohang University of Science and Technology (POSTECH) and Sungkyungkwan University (SKKU) to become entrepreneurial universities through the Corporate Helix Model. This transformation is made possible by the industry before the university becomes independent in the triple network interactions between university-industry-government. The Corporate Helix Model comprises of two key subprocesses namely the Double Helix Formation and the Triplex Network. The double helix formation allows for the conversion of an academic steady state to an academic entrepreneurship. The organizational change and adaption that follows then permits continuous and flexible transformation to occur. This conversion could be multi-dimensional and complex which would permit the university to engage with more variables with added complexity in both internal and external environments. The triplex network follows the double helix formation. At this stage the corporate university demonstrates capabilities to participate in the Triple Helix network with industry and government for encouraging technological innovation and economic development. Research Focus: Research and development in South Korea had seen aggressive investments over the last 10 years while augmenting technological and scientific competitiveness. Nonetheless, despite such endeavors, South Korea appeared to be weak in terms of capabilities towards knowledge production. In order to account for such differences between high R&D/GDP ratio and low capabilities in knowledge production, understanding the role of universities within such dynamics become crucial. The weak competitiveness of the Korean universities in the fields of science and technology were owed the lack of a competitive environment among faculty members. Also, the lack of funds and facilities resulted in the inability of universities to provide competitive infrastructures to maximize research of professors. Moreover, since industry and government had proven to be the only key players in driving technological innovation and economic development of South Korea for the last half century, the Triple Helix model thus prove inapplicable as a result of the lack of entrepreneurial knowledge generating capabilities of majority of universities in South Korea. Therefore, understanding the technological catch-up process of South Korea, and perhaps of other economies during their developing stage, to innovation growth cannot be plausibly done via the Triple Helix model owing to the absence of entrepreneurial universities. Since in the context of developing economies it could take considerable time before a university demonstrates independence in interacting with industry and government, the Corporate Helix model therefore compensates for this loophole in the interactions between universityindustry- government in ensuring technological catch-up where an entrepreneurial university is lacking. Two cases shed light on the technological catch-up of South Korea to innovation based growth sans the entrepreneurial university, the cases of POSTECH and SKKU. Findings and Interpretation: In order to understand the evolutionary cycle of the university within the Corporate Helix model during the double helix formation, three stages are proposed: the concession stage, the inauguration stage, and the assimilation stage. Within the concession stage, Pohang Steel Company (POSCO), the industry, had established and solely funded POSTECH university, modeled after the California Institute of Technology in 1986 (Cho, 2008). Unlike POSTECH, SKKU, which was considered the most traditional ivory tower, was acquired by Samsung Corporation in 1996, in Seoul rather than establishing its own. Within the inauguration stage, the establishment of POSTECH was made possible through devotion of key leadership. In the summer of 1986 the Ministry of Education permitted the establishment of POSTECH. In 1996, Samsung decided to acquire SKKU through joint-venture. A proposal had been submitted to the Ministry of Education for establishment of a medical school by SKKU. Within the assimilation stage, POSCO and POSTECH key leadership acknowledged that a new research institute would be required and needed to be in proximity to POSTECH for knowledge application and for accelerating the testing process of the applicability of scientific discovery from the university. The Research Institute of Industrial Science and Technology (RIST), was consequently established in March 1987. A triad relationship between academic, research, and industry has been pursued in various areas since the foundation of POSTECH by POSCO. About USD 2 billion in total had been invested into POSTECH by POSCO since its foundation, while 2% of POSCO’s R&D budget has been set aside annually as research fund for POSTECH where research is jointly carried out by RIST and the university’s faculty members who in turn provide technological support to the company. Like POSTECH, several ongoing organizational assimilations had taken place after the Samsung-SKKU joint-venture. The establishment of SKKU’s governance infrastructure resulted in the restructuring of old financial frameworks and systems. Aside from the USD 50-100 million investments in SKKU each year by Samsung since 1997, assimilation of the Samsung-SKKU joint-venture was also successful through the voluntary engagement and participation of faculty members in SKKU’s restructuring process. This was paramount among the university community and this led to the transformation process of SKKU into an entrepreneurial university. In terms of the SKKU and POSTECH affiliation with the existing government during their evolutionary process to becoming entrepreneurial universities, both had witnessed the support and assistance from the existing government. POSTECH and SKKU demonstrated divergent routes but convergent outcomes in technological catch-up during the double helix formation stage. Through the relationship triad POSTECH shares with Industry and Government after being established by POSCO, it has been committed to launching Korea into the forefront of innovative science and technology in the 21st century. As a result of its acquisition and intensive investment from Samsung for almost over two decades, SKKU has become one of the top schools in South Korea while interacting closely with industry and government to cultivate the efficacy of South Korea’s national innovation system. Conclusions: In order to permit the participation of the university in technological catch-up it should be equipped with competitive factors of production like facilities, professors and students that can enable maximization of production efficiency. However, in some developing countries such resources are not available therefore universities are unable to create knowledge that can eventually be commercialized by the industry. The Corporate Helix model allows a university to be established or acquired by the industry and through this partnership it undergoes transformation to become an entrepreneurial university. The cases of POSTECH and SKKU illustrates that such a mechanism can be possible. Policy implications:The Corporate Helix relationship demonstrates the necessity of the country, state, or local governments to select and support key areas and/or the university so as to allow for the strategic transformation into corporate departments, college, or university that enables technological-catch up of the nation to innovation-based growth. Governments therefore also need to adopt a catalytic and pro-active role for promoting the formation of the new innovative flow that the Corporate Helix model enables. Directions for Future research: On account of time constraints and availability of material for inclusion in the discussion of the POSTECH and SKKU cases, an in-depth exploration of the technological innovation capabilities, as a result of the double-helix formation stage, of both cases was not feasible. Hence, further study should attempt to isolate and describe some of the technological innovation capabilities (if any) that had emerged within the context of the double helix formation where the university evolves from an ivory tower to become entrepreneurial. Reference

Contacts: Elena A. Glotova Cell: [phone], [phone] E-mail: [e-mail] Svetlana M. Minenko Cell: [phone] E-mail: [e-mail]

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Дата добавления: 2015-10-23