Barriers to regional industrial development: An analysis of two specialised industrial regions in Norway

Figures & data

Fig. 1. Location of the Stavanger region and Grenland region in Norway

Table 1. Overview of interviewees

Time	Stavanger		Grenland
	Type of interviewees	Interviewee code	Type of interviewees	Interviewee code
September 2021	–		Company manager	G1
			Cluster representative	G2a
			Cluster representative	G2b
			Municipal representative	G3
October 2021	Cluster representative	S1	Company manager	G4
	Municipal representative	S2	County representative	G5
	Cluster representative	S3	Company manager	G6
	Chamber of Commerce representative	S4	Company manager	G7
	Cluster representative	S5	Company manager	G8
	Municipal representative	S6	Company manager	G9
	Cluster representative	S7	Municipal representative	G10
	Company manager	S8	Municipal representative	G11
	Cluster representative	S9	Company manager	G12
	Company project leader	S10	Company manager	G13
	Company manager	S11	Company manager	G14
	Company manager	S12	–
	Company manager	S13
November 2021	Company manager	S14	Company manager	G15
	Company manager	S15	–

Table 2. Regional assets in Stavanger

Asset categorisation based on the work by Maskell & Malmberg (1999)	Empirical findings from Stavanger
Natural assets	Land for farming and grazing animals, landmarks and hiking trails, shoreline/fjord/sea/waves, proximity to the Norwegian continental shelf, wind, renewable energy
Infrastructural and material assets	Marine logistics, financial resources, test facilities, shared office buildings, innovation park, documents, machines and facilities close to the sea, advanced construction machines, close proximity to decision-makers (e.g. to the Ministry of Petroleum and Energy), access to renewable energy
Industrial assets	Industry-specific (especially oil & gas, and marine) technology), organisational structures
Human assets	Educated/skilled workforce, ‘people and knowledge’, ‘fiery souls’ (passionate individuals), industry-specific (offshore and marine) competence and technological competence
Institutional assets	‘We can do this’ attitude, proximity to decision-makers, networks/social linkages between national decision-makers (e.g. the Ministry of Petroleum and Energy) and regional decision-makers and industry, supportive institutional arrangements (e.g. Innovation Norway and the Research Council of Norway)

Table 3. Regional assets in Grenland

Asset categorisation based on Maskell & Malmberg (1999)	Empirical findings from Grenland
Natural assets	Water (cooling and fresh water), coastline, hydropower
Infrastructural and material assets	Logistics, a hub of infrastructure, docks, power lines, close proximity between companies, shared pipelines, a mature industrial area, roads
Industrial assets	Industry-specific technology (electrolyte, process industry, cement, energy), organisational methods, sharing of technologies, electrification
Human assets	Industry-specific competence (process industry), knowledge, skilled workers, cluster, good connections to local university and research institutes, knowledge sharing, process operators
Institutional assets	Shift culture, strong industrial environment, development processes in the region’s DNA, politics, strong common industry initiative for change, population is used to a dominating industry, workforce is used to helping out at short notice, collaboration between private and public actors, supportive institutional arrangements (e.g. Innovation Norway and the Research Council of Norway)

Maskell, P. & Malmberg, A. 1999. The competitiveness of firms and regions. ‘Ubiquitification’ and the importance of localized learning. European Urban and Regional Studies 6(1), 9–25.

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