Science park
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A science park is a property development, designed for a concentration of high tech or science related businesses. Examples include the Cambridge Science Park in England and the Hsinchu Science Park in Taiwan. Not all property developments that concentrate high tech or science related business are science parks. The success of the science park depends very much on not emphasizing the property development dimension but the high tech and science related business dimensions.
The Cabral Dahab Science Park Management Paradigm
A science park must
1. Have access to qualified research and development personnel in the areas of knowledge in which the park has its identity.
2. Be able to market its high valued products and services.
3. Have the capability to provide marketing expertise and managerial skills to firms, particularly SMEs, lacking such a resource.
4. Be inserted in a society that allows for the protection of product or process secrets, via patents, security or any other means.
5. Be able to select or reject which firms enter the park. The firm's business plan is expected to be coherent with the science park identity.
6. Have a clear identity, quite often expressed symbolically, as the park's name choice, its logo or the management discourse.
7. Have a management with established or recognised expertise in financial matters, and which has presented long term economic development plans.
8. Have the backing of powerful, dynamic and stable economic actors, such as a funding agency, political institution or local university.
9. Include in its management an active person of vision, with power of decision and with high and visible profile, who is perceived by relevant actors in society as embodying the interface between academia and industry, long-term plans and good management.
10. Include a prominent percentage of consultancy firms, as well as technical service firms, including laboratories and quality control firms
Original Sources
Cabral R. and Dahab, S. S. (1993) 'Science Parks in Developing Countries: The Case of BIORIO in Brazil'. In Biotechnology Review No. 1: The Management and Economic Potential of Biotechnology, vol. 1, pp. 165-178.
Echols, A. E. and Meredith, J. W. (1998) ‘A Case Study of the Virginia Tech Corporation Research Centre in the context of the Cabral-Dahab Paradigm, with Comparison to Other US Research Parks’, Int. J. Technology Management, Vol. 16, pp. 761-777.
Cabral, R. (1998) ‘Refining the Cabral-Dahab Science Park Management Paradigm’, Int. J. Technology Management, Vol. 16, pp. 813-818.
R. Cabral (ed.) (2003) The Cabral-Dahab Science Park Management Paradigm in Asia-Pacific, Europe and the Americas, Uminova Centre, Umeå, Sweden.
Cabral, R. (2003) ‘Development, Science and’ in Heilbron, J. (ed.), The Oxford Companion to The History of Modern Science, Oxford University Press, New York, pp. 205-207.