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Figure 9. The utilisation of project outcomes according to the researchers. (Scale: 1 =Strongly disagree,..., 7 =strongly agree. N=16)

Figure 9 The utilisation of project outcomes according to the researchers. (Scale: 1 =Strongly disagree,..., 7 =strongly agree. N=16)

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Figure 1. Analytical framework for assessing the role of international collaboration in the life-cycle of technology programmes, adopted from an evaluation conducted for Tekes in 2004.
Figure 1. Analytical framework for assessing the role of international collaboration in the life-cycle of technology programmes, adopted from an evaluation conducted for Tekes in 2004.
Table 1. Summary of the selected case projects. projects. In addition, the four case studies in- volved both projects where the Swedish partici- pants were particularly active and in central posi- tions as well as projects in which Finnish partici- pants were the most active partners. The cases in- cluded two basic research projects and two inno- vation-oriented projects. The project consortia on which the case studies focused included both projects in which the inter- national aspect was particularly strong as well as projects in which international collaboration was not as intense as had been hoped. The purpose of this balance was to provide insight into the back- ground to and reasons for success of international
Table 1. Summary of the selected case projects. projects. In addition, the four case studies in- volved both projects where the Swedish partici- pants were particularly active and in central posi- tions as well as projects in which Finnish partici- pants were the most active partners. The cases in- cluded two basic research projects and two inno- vation-oriented projects. The project consortia on which the case studies focused included both projects in which the inter- national aspect was particularly strong as well as projects in which international collaboration was not as intense as had been hoped. The purpose of this balance was to provide insight into the back- ground to and reasons for success of international
1993 1994 1995 1996 1997 1998 1990 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Figure 3. WMS Programme context.
1993 1994 1995 1996 1997 1998 1990 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Figure 3. WMS Programme context.
Figure 4. WMS Programme focus areas and their interlinkages. The overriding objectives of the WMS Pro- gramme were a) to create core competences en- abling the development of innovative sustained products, processes and services and b) to strengthen the innovation system in the field of wood material science and engineering and to in- tensify the transfer of knowledge and technology
Figure 4. WMS Programme focus areas and their interlinkages. The overriding objectives of the WMS Pro- gramme were a) to create core competences en- abling the development of innovative sustained products, processes and services and b) to strengthen the innovation system in the field of wood material science and engineering and to in- tensify the transfer of knowledge and technology
Figure 5. The distribution of funding sources of the WMS Programme. One selection criterion was that projects must have partners from both Sweden and Finland. This was often accommodated through separate, national sub-projects, which had separate fund- ing arrangements. The projects had 2-6 sub-pro- jects, resulting in altogether 65 subprojects. The overall budget of the WMS Programme was 19.7 million euros. Compared to its closest prede- cessor, the Finnish Wood Wisdom Programme (33 million euros), the WMS was not a large
Figure 5. The distribution of funding sources of the WMS Programme. One selection criterion was that projects must have partners from both Sweden and Finland. This was often accommodated through separate, national sub-projects, which had separate fund- ing arrangements. The projects had 2-6 sub-pro- jects, resulting in altogether 65 subprojects. The overall budget of the WMS Programme was 19.7 million euros. Compared to its closest prede- cessor, the Finnish Wood Wisdom Programme (33 million euros), the WMS was not a large
Figure 6. Researchers’ perception on the strategic relevance of their own projects. (Scale: 1 =Strongly disagree,..., 7 =Strongly agree. N=45) However, at the time of Programme inception, national research agendas in the area!> had not yet been defined, meaning that the Programme could not be linked to them. With the initiation of the Wood Wisdom ERA-Net in 2004 and the Eu- ropean Forest-based Technology Platform, the national research agendas were being prepared, but this was after the commencement of the WMS Programme. In hindsight, the Programme Committee argued that the definition of WMS Programme project portfolio could have been based more on national research agendas and particularly their overlaps
Figure 6. Researchers’ perception on the strategic relevance of their own projects. (Scale: 1 =Strongly disagree,..., 7 =Strongly agree. N=45) However, at the time of Programme inception, national research agendas in the area!> had not yet been defined, meaning that the Programme could not be linked to them. With the initiation of the Wood Wisdom ERA-Net in 2004 and the Eu- ropean Forest-based Technology Platform, the national research agendas were being prepared, but this was after the commencement of the WMS Programme. In hindsight, the Programme Committee argued that the definition of WMS Programme project portfolio could have been based more on national research agendas and particularly their overlaps
Figure 7. Organisation of calls and project funding in the WMS Programme. The funding structure was made more complex since funding decisions and participation rules varied between countries and funding organisa- tions. Although this was foreseeable in a pro- gramme that had a ‘virtual common pot’ of fund- The Programme Committee’s role was important mainly in the Programme design and definition phase. After that, it did not have a clear role and its functions in the Programme were perhaps not communicated well enough to its members. Partially, this diminishing role was intentional. The experiences from the Wood Wisdom Pro- gramme had suggested the Programme Commit-
Figure 7. Organisation of calls and project funding in the WMS Programme. The funding structure was made more complex since funding decisions and participation rules varied between countries and funding organisa- tions. Although this was foreseeable in a pro- gramme that had a ‘virtual common pot’ of fund- The Programme Committee’s role was important mainly in the Programme design and definition phase. After that, it did not have a clear role and its functions in the Programme were perhaps not communicated well enough to its members. Partially, this diminishing role was intentional. The experiences from the Wood Wisdom Pro- gramme had suggested the Programme Commit-
Figure 8. Project participants’ view on Programme Coordinators’ and Advisory Board’s support to projects, respectively. (Scale: 1=Strongly disagree,..., 7=Strongly agree. N=16)
Figure 8. Project participants’ view on Programme Coordinators’ and Advisory Board’s support to projects, respectively. (Scale: 1=Strongly disagree,..., 7=Strongly agree. N=16)
Table 2. Number of degrees awarded to re- searchers in the WMS Programme. Source: Appendix 1, WMS Programme final report 15 PhDs were awarded in basic research projects, and five in innovation-targeted research and devel- opment projects. It should be noted that by end of 2007, no academic degrees had been awarded in the two projects MICROAN and InnoFireWood. Another three projects - IDEST, ECOMBO and InnoLongSpan — had at the same time not yet pro- duced any PhD degrees.
Table 2. Number of degrees awarded to re- searchers in the WMS Programme. Source: Appendix 1, WMS Programme final report 15 PhDs were awarded in basic research projects, and five in innovation-targeted research and devel- opment projects. It should be noted that by end of 2007, no academic degrees had been awarded in the two projects MICROAN and InnoFireWood. Another three projects - IDEST, ECOMBO and InnoLongSpan — had at the same time not yet pro- duced any PhD degrees.
Figure 10. Researchers’ perception on the definition of project objectives. (Scale: 1 =Strongly disagree,..., 7 =Strongly agree. N=34)
Figure 10. Researchers’ perception on the definition of project objectives. (Scale: 1 =Strongly disagree,..., 7 =Strongly agree. N=34)
Figure 11. Number of degrees awarded to researchers during the WMS Programme distributed per country and year. Source: WMS Programme final report Regardless of exact numbers, the big difference between PhD degrees earned by Swedish and Finnish students is striking. However, on the Finn- ish side three degrees were awarded in 2004 and as many the year after, whereas the first Swedish PhD degree dates back to 2006. Obviously, Finnish re- search projects to a certain extent engaged PhD students who had already come a good way to- The numbers of degrees presented in the appendix of the final report do not coincide completely with the total numbers in the project presentations. The numbers in parenthesis in Table 2 are the total of the numbers in the individual project presentations, and
Figure 11. Number of degrees awarded to researchers during the WMS Programme distributed per country and year. Source: WMS Programme final report Regardless of exact numbers, the big difference between PhD degrees earned by Swedish and Finnish students is striking. However, on the Finn- ish side three degrees were awarded in 2004 and as many the year after, whereas the first Swedish PhD degree dates back to 2006. Obviously, Finnish re- search projects to a certain extent engaged PhD students who had already come a good way to- The numbers of degrees presented in the appendix of the final report do not coincide completely with the total numbers in the project presentations. The numbers in parenthesis in Table 2 are the total of the numbers in the individual project presentations, and
Table 3. Number of publications in the WMS Programme 2003-2007. Source: WMS Programme final report wards earning their degrees. This does not seem to have been the case in the Swedish research groups. The same pattern can be seen for the other degree categories, as illustrated by figure 11. There is a total of 192 articles published in publi- cations with scientific referee practice, which gives an average of 12 refereed articles per pro- ject. The IMWO project stands out with 38 pub- lished refereed articles, followed by the WAW project (18 articles) and the VACHA project (16 articles). Two projects in the sub-programme for innovation-targeted research and development score notably higher than the others in that sub-programme: EcoMod and Innovood pub- lished 10 refereed articles each. Articles in inter- national scientific compilation works and confer- ence proceedings with referee practice are more evenly distributed, with no project presenting more than nine articles in that category.
Table 3. Number of publications in the WMS Programme 2003-2007. Source: WMS Programme final report wards earning their degrees. This does not seem to have been the case in the Swedish research groups. The same pattern can be seen for the other degree categories, as illustrated by figure 11. There is a total of 192 articles published in publi- cations with scientific referee practice, which gives an average of 12 refereed articles per pro- ject. The IMWO project stands out with 38 pub- lished refereed articles, followed by the WAW project (18 articles) and the VACHA project (16 articles). Two projects in the sub-programme for innovation-targeted research and development score notably higher than the others in that sub-programme: EcoMod and Innovood pub- lished 10 refereed articles each. Articles in inter- national scientific compilation works and confer- ence proceedings with referee practice are more evenly distributed, with no project presenting more than nine articles in that category.
Table 4. Seminars and meetings within the WMS Programme. Source: WMS Programme final report.
Table 4. Seminars and meetings within the WMS Programme. Source: WMS Programme final report.
Figure 12. Impact model for WMS Programme developed by the evaluation team. n The conclusion would be that the chosen project portfolio was not necessarily the most appropri- ate to achieve the goals of the Programme. Due to the thematic freedom provided by the call for pro- posals, several of the resulting projects did not have much in common with the other projects. This disparate collection of projects conse- quently resulted in a rather disparate programme and limited synergies emerged. The individual projects did to varying degrees contribute to The logic model presented in Figure 12 describes the mechanisms through which the Programme impacts were anticipated, and is the evaluators’ perception of the key impact mechanisms in the WMS Programme in retrospect.
Figure 12. Impact model for WMS Programme developed by the evaluation team. n The conclusion would be that the chosen project portfolio was not necessarily the most appropri- ate to achieve the goals of the Programme. Due to the thematic freedom provided by the call for pro- posals, several of the resulting projects did not have much in common with the other projects. This disparate collection of projects conse- quently resulted in a rather disparate programme and limited synergies emerged. The individual projects did to varying degrees contribute to The logic model presented in Figure 12 describes the mechanisms through which the Programme impacts were anticipated, and is the evaluators’ perception of the key impact mechanisms in the WMS Programme in retrospect.
Figure 13. Researchers’ perception of the additionality of the WMS Programme to the individual projects. “What would have happened if the project had not been part of the WMS Programme?” (Scale: 1 =Strongly disagree,..., 7 = Strongly agree. N=28) It is obvious that the Programme opened up a window of opportunity. An overwhelming major- ity of the researchers believe the project would otherwise probably not have started at all, and had it started without the push the Programme provided, it would have been carried out on a less ambitious scale and progressed slower than it did. Also, significantly, it would not have included projects partners from abroad and would in gen- eral have involved fewer and/or different project partners. Several researchers unequivocally state Out of the 16 projects, there are clear indications that at least ten would certainly or probably not have started were it not for the WMS Programme. n one case alone would it be possible to argue that the project would have been realised on a bi- ateral basis also without the Programme provid- ing the enabling opportunity. For the remainder of the projects, parts of them would probably have started also without WMS funding, but none of them would have been set up as ambitiously as came to be the case. Some projects could possibly have been realised nationally, but then most ikely on a more reduced scale.
Figure 13. Researchers’ perception of the additionality of the WMS Programme to the individual projects. “What would have happened if the project had not been part of the WMS Programme?” (Scale: 1 =Strongly disagree,..., 7 = Strongly agree. N=28) It is obvious that the Programme opened up a window of opportunity. An overwhelming major- ity of the researchers believe the project would otherwise probably not have started at all, and had it started without the push the Programme provided, it would have been carried out on a less ambitious scale and progressed slower than it did. Also, significantly, it would not have included projects partners from abroad and would in gen- eral have involved fewer and/or different project partners. Several researchers unequivocally state Out of the 16 projects, there are clear indications that at least ten would certainly or probably not have started were it not for the WMS Programme. n one case alone would it be possible to argue that the project would have been realised on a bi- ateral basis also without the Programme provid- ing the enabling opportunity. For the remainder of the projects, parts of them would probably have started also without WMS funding, but none of them would have been set up as ambitiously as came to be the case. Some projects could possibly have been realised nationally, but then most ikely on a more reduced scale.
Figure 14. Researchers’ perception of the areas of learning benefits from projects. (Scale: 1 =No effect,..., 7 =Competence strongly improved. N=39) An obvious value added covers various aspects of research collaboration and development. This sometimes has to do with the networking aspects mentioned above, but mostly refers to more spe- cific advantages from collaboration. Some con- crete examples that were mentioned by research- ers were joint publications, sharing data for mod- elling and validation purposes and more gener- Figure 14 illustrates the competence areas in which researchers have found the greatest added value of the Programme. Second to the enhance-
Figure 14. Researchers’ perception of the areas of learning benefits from projects. (Scale: 1 =No effect,..., 7 =Competence strongly improved. N=39) An obvious value added covers various aspects of research collaboration and development. This sometimes has to do with the networking aspects mentioned above, but mostly refers to more spe- cific advantages from collaboration. Some con- crete examples that were mentioned by research- ers were joint publications, sharing data for mod- elling and validation purposes and more gener- Figure 14 illustrates the competence areas in which researchers have found the greatest added value of the Programme. Second to the enhance-
The sub-programme for innovation targeted research and development projects
The sub-programme for innovation targeted research and development projects
Figure 1. Illustration of the inter-connection of sub-project objectives in BUNDLE project BUNDLE was one of the basic research projects of the WMS programme studying the fibre strengths of wood cellulose. Fiber strength is a product of several factors, derived from fiber morphology, deformations and damage. Fiber morphology is defined during the growth of the tree and thus cannot be affected by process, con- trary to the other factors. The BUNDLE project has identified factors that contribute to fiber The BUNDLE project was lead by KCL> from Finland. Other partners were Swedish STFI'®, Helsinki University of Technology HUT and Karlstad University KAU. Like most other WMS projects, the BUNDLE project was organised into (4) separate subprojects, each lead by one of the partners. KCL’s subproject focused on the fi- bre strength and morphology at this was lead by
Figure 1. Illustration of the inter-connection of sub-project objectives in BUNDLE project BUNDLE was one of the basic research projects of the WMS programme studying the fibre strengths of wood cellulose. Fiber strength is a product of several factors, derived from fiber morphology, deformations and damage. Fiber morphology is defined during the growth of the tree and thus cannot be affected by process, con- trary to the other factors. The BUNDLE project has identified factors that contribute to fiber The BUNDLE project was lead by KCL> from Finland. Other partners were Swedish STFI'®, Helsinki University of Technology HUT and Karlstad University KAU. Like most other WMS projects, the BUNDLE project was organised into (4) separate subprojects, each lead by one of the partners. KCL’s subproject focused on the fi- bre strength and morphology at this was lead by
Figure 2. The positioning of the BUNDLE project from one industrial partners (Metsa-Botnia) viewpoint. The initial project objectives as well as sub-pro- ject objectives were considered very clear and KCL and STFI, which are two similar indus- try-owned research organisations from Sweden and Finland, had tried to intensify their mutual cooperation. There was a four-year joint (pilot) research programme focusing on the production of pulp between the two organisations. BUNDLE was one of the projects within the KCL-STFI joint programme portfolio. The KCL-STFI programme continued in parallel for one year af- ter the WMS Programme had started.
Figure 2. The positioning of the BUNDLE project from one industrial partners (Metsa-Botnia) viewpoint. The initial project objectives as well as sub-pro- ject objectives were considered very clear and KCL and STFI, which are two similar indus- try-owned research organisations from Sweden and Finland, had tried to intensify their mutual cooperation. There was a four-year joint (pilot) research programme focusing on the production of pulp between the two organisations. BUNDLE was one of the projects within the KCL-STFI joint programme portfolio. The KCL-STFI programme continued in parallel for one year af- ter the WMS Programme had started.
6. Was the chosen project portfolio appropriate to achieve the goals of the programme? How would you have shifted the focus of the programme portfolio in retrospect?
6. Was the chosen project portfolio appropriate to achieve the goals of the programme? How would you have shifted the focus of the programme portfolio in retrospect?
10. How successful were the following stakeholder groups in integrating and managing a programme consisting of both basic research oriented and innovation targeted projects? 11. How successful were the following stakeholder groups in supporting research-industry cooperation?
10. How successful were the following stakeholder groups in integrating and managing a programme consisting of both basic research oriented and innovation targeted projects? 11. How successful were the following stakeholder groups in supporting research-industry cooperation?
12. How could the coordination and management of the programme have been further improved?
12. How could the coordination and management of the programme have been further improved?
13. What is your perception, how important a goal was international cooperation for the programme’s projects?
13. What is your perception, how important a goal was international cooperation for the programme’s projects?
14. What is your perception of the success of international cooperation in the programme's projects? 15. What was the main added value of the Swedish-Finnish cooperation in the programme?
14. What is your perception of the success of international cooperation in the programme's projects? 15. What was the main added value of the Swedish-Finnish cooperation in the programme?
Please describe the importance of the following objectives to you or your organization when engaging in this project on the X-axis (1 = not important, 5 = highly important) and the extent to which these objectives have been achieved on the Y-axis (1 = not at all, 3 = as defined in the project plan, 5 = highly exceeded objectives). 7) Project objectives and their attainment
Please describe the importance of the following objectives to you or your organization when engaging in this project on the X-axis (1 = not important, 5 = highly important) and the extent to which these objectives have been achieved on the Y-axis (1 = not at all, 3 = as defined in the project plan, 5 = highly exceeded objectives). 7) Project objectives and their attainment
14) Programme additionality How successfully did the WMS programme management and project advisory boards support your project? Please indicate the extent to which you agree or disagree with the following statements. (1=Strongly disagree, 7 =Strongly agree).
14) Programme additionality How successfully did the WMS programme management and project advisory boards support your project? Please indicate the extent to which you agree or disagree with the following statements. (1=Strongly disagree, 7 =Strongly agree).
In what way would the project and its outcomes have differed if the project had NOT been carried out under the WM programme? Please indicate the extent to which you agree or disagree with the following statements. (1=Strongly disagree, 7 =Strongly agree).
In what way would the project and its outcomes have differed if the project had NOT been carried out under the WM programme? Please indicate the extent to which you agree or disagree with the following statements. (1=Strongly disagree, 7 =Strongly agree).
How were the project objectives defined? Please indicate the extent to which you agree or disagree with the following statements. (1=Strongly disagree, 7 =Strongly agree). 5) Project objectives and their attainment
How were the project objectives defined? Please indicate the extent to which you agree or disagree with the following statements. (1=Strongly disagree, 7 =Strongly agree). 5) Project objectives and their attainment
Please describe the importance of the following objectives to your organization when engaging in this project on the X-axis (1 = not important, 5 = highly important) and the extent to which these objectives have been achieved on the Y-axis (1 = not at all, 3 = as defined in the project plan, 5 = highly exceeded objectives).
Please describe the importance of the following objectives to your organization when engaging in this project on the X-axis (1 = not important, 5 = highly important) and the extent to which these objectives have been achieved on the Y-axis (1 = not at all, 3 = as defined in the project plan, 5 = highly exceeded objectives).
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