Management of Innovative Business Development in the

Zaporizhzhia Cluster EAM 4.0

Rūta Čiutienė

, Andrii Karpenko

, Nataliia Kholiavko

and Dmytro Plynokos

School of Economics and Business, Kaunas University of Technology, Kaunas, Lithuania

Economy and Custom Department, National University “Zaporizhzhya Polytechnic”, Zaporizhzhya, Ukraine

Department of Finance, Banking and Insurance,Chernihiv Polytechnic National University, Chernihiv, Ukraine

Economic Sciences, Entrepreneurship, Trade and Exchange Activities Department, National University “Zaporizhzhya

Polytechnic”, Zaporizhzhya, Ukraine

Keywords: Innovation, Quadruple Helix Model, Smart Specialization, Project Management, Cluster.

Abstract: The purpose of the study is to consider the processes of formation and development of the Zaporizhzhia cluster

EAM, on the theoretical basis of smart specialization. The conducted analysis of development of the

Zaporizhzhia cluster showed that the basis of its creation and functioning is in the field of innovation and the

combination of education, science, business and public interests. The Quadruple Helix model gives an idea

of the modern organization of innovation processes and the role of the government, local authorities, business,

educational institutions and civil society for the formation of the innovation environment. The stakeholders’

cooperation within the Quadruple Helix Model creates different synergetic effects. The main of them are scale,

multiplier, marketing, innovation, investment, management, social capital, innovation infrastructure. The

partnership of universities, business, government, local authorities, and civil society within the Model makes

it possible to successfully implement the regional strategies of smart specialization. The authors came to the

conclusion that the approaches of modern project management could be effectively used for the formation of

a sustainable cluster management system. Under such conditions, the Project Management 2.0 Approach

could make it possible to introduce innovative products and technologies, modernize production processes,

and create new sustainable business models.

1 INTRODUCTION

Stable economic growth is carried out on an

innovative basis with the active use of modern

scientific and technological advances, the ability to

produce and commercialize innovations. A high level

of production and implementation of innovations is

ensured in modern conditions with high productivity

and interaction of various market actors, forming a

coordinated innovation system for all elements. The

stability of the development of national social and

economic systems in the conditions of modern

transformations and innovative changes is

increasingly determined by the level of development

of the regions. The role of regional government in the

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general system of state regulation in Ukraine is

growing. The regional administration acts as a leader

of national interests, taking into account regional

specifics and has all the necessary powers in the

economic, financial and legal spheres, able to solve

all the problems of life support of the population in

the regions. As the regions acquire real independence,

a new regional sphere of interests and responsibilities

is formed. The most significant regional interests

include: compliance of the level and way of life of the

population of the region with state and international

standards; availability of budgetary and financial and

other material sources; potential for the use of

available real resources, places of application of

labour, intelligence, etc.; availability of infrastructure

Ciutien

e, R., Karpenko, A., Kholiavko, N. and Plynokos, D.

Management of Innovative Business Development in the Zaporizhzhia Cluster EAM 4.0.

DOI: 10.5220/0011346500003350

In Proceedings of the 5th International Scientiﬁc Congress Society of Ambient Intelligence (ISC SAI 2022) - Sustainable Development and Global Climate Change, pages 177-186

ISBN: 978-989-758-600-2

177

for the development of interregional relations; natural

resource and ecological potential of the region;

stability of the social and political, national and ethnic

situation, preservation of tolerance in the religious

environment. In addition to these interests, a special

place also belongs to the prevention of crises in the

economy of the region, which is an integral part of a

market economy.

In the period of post-crisis recovery and

intensification of competition on the world market to

increase the competitiveness of regions in the EU in

2010, the development and implementation of a new

tool for market economy development – smart

specialization was initiated. The spread of the concept

of “smart specialization” was associated with the

need to “unlock” the development of regions, revive

their potential and industrial modernization of

Europe. The concept of smart specialization, which

was developed by economists D. Foray, P. David and

B. Hall1 and proposed to the European Commission

in 2008, was recognized as one of the key tools for

implementing the Europe 2020 strategy (Foray

et al.,

2011). The official EU regulation states that “smart

specialization strategy means a national or regional

innovation strategy that sets priorities for competitive

advantage by developing and adapting its own

research and innovation capacity to business needs in

order to consistently respond to new opportunities

and market changes, while avoiding duplication and

fragmentation of efforts” (Regulation EU, 2013). In

addition, it is noted that a smart specialization

strategy may take the form of or be part of national or

regional policy. In a study, the authors substantiated

the main reasons for the large gap between economic

growth in the United States and Europe: the quality of

human capital; brutality of European labour markets;

differences in adaptation and adoption of new

management practices; differences in the

organization of the investment process and the

availability of venture capital. This Concept became

the basis for defining nationally oriented directions of

development and formation of innovative strategies at

the level of regions for overcoming the problem of

their uneven development in the conditions of

globalization challenges and for the purpose of

achievement of steady, reasonable and inclusive

growth. First of all, the main idea of smart

specialization was the division of regions according

to the level of innovative development: if advanced

innovation regions specialize in research,

development and implementation of new

technologies, the mission of more innovative

backward regions should be to promote such

technologies by local entrepreneurs. EU member

states have traditionally differed in their innovative

regional strategies from other countries. Their

strategies have always included horizontal measures

of industrial policy, which adhered to a neutral

position in terms of sector and industry and was

aimed at improving the general environment and

creating opportunities for innovative development

(development of higher education institutions, human

resources, creation of intellectual property, IT

infrastructure) and increasing the volume and

efficiency of scientific and research activities, etc.).

2 QUADRUPLE HELIX MODEL

One of the promising concepts for the development

of cooperation between stakeholders from different

sectors is the Quadruple Helix model. In our opinion

this concept could be used within the implementation

of smart specialization strategies.

The Quadruple Helix is based on the Triple Helix

Model developed by Etzkowitz H. (Etzkowitz, 2008),

(Etzkowitz & Dizisah, 2008) and Leydesdorff L.

(Leydesdorff, 2012). The Triple Helix Model

demonstrates a set of "Academy – Industry –

Governance" interrelations aimed at boosting the

national economy's innovative development.

Over time, the need to expand this model to the

Quadruple Helix Model has become relevant. In the

joint publications, Carayannis E. G. and Campbell

D.F. (Carayannis & Campbell, 2012), (Carayannis &

Grigoroudis, 2016) reveal the role of civil society in

the implementation of innovation processes. The

merit of these scientists is that they proposed to

consider civil society not only as participants in

innovation processes involved at different stages of

their implementation, but also as partners or

subcontractors. Within the Quadruple Helix Model,

civil society is considered as organizers and co-

owners of the achieved innovative results. In other

words, scientists are departing from the idea of

considering civil society just as the end-users of

innovative products. The emphasis is shifting towards

the consideration of civil society as an active actor of

innovation. Yawson R.M. justifies the wider

involvement of public sector representatives in

innovation development and proves that they are an

active component of the national innovation system

(Yawson, 2009). Woo Park H. holds a similar opinion

(Woo Park, 2014).

An in-depth literature review shows that scientists

consider the Quadruple Helix Model as the basis for

the innovative development of an enterprise and of

the country as a whole. A team of scientists (Oscar et

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178

al., 2010) proposes the conceptual foundations of the

growth model for the Quadruple Helix innovation

theory. Grigoroudis E. highlights the aspects of the

relationship between this Model and modern

approaches to smart specialization (Carayannis &

Grigoroudis, 2016). McAdam M., Miller K.,

McAdam R. study the peculiarities of establishing

interaction between partners within the framework of

the Quadruple Helix Model, in particular the

influence of relations between them on university

technology commercialization (McAdam et al.,

2016). The role of Quadruple Helix Model in the

development of creative industries is revealed in the

article of Colapinto C. and Porlezza C. (Colapinto &

Porlezza, 2012). A thorough project on exploring

Quadruple Helix outlining user-oriented innovation

models was conducted by Arnkil R., Järvensivu A.,

Koski P. and Piirainen (Arnkil et al., 2010).

Thus, the literature review confirms the presence

of high scientific interest in the study of various

aspects of the interaction of actors within the

Quadruple Helix Model. In addition, applied

principles of the impact of such interactions on the

innovative development of industrial enterprises and

relevant clusters require further in-depth study.

Let us take a closer look at the components of the

Quadruple Helix Model and the system of their

interrelations (see Fig. 1). Government is presented in

the Model as a set of state institutions whose

regulatory activity is focused on innovative economic

development and support for innovative enterprises.

The institutions of this sector are responsible for the

development of a regulatory platform for cooperation

between the Quadruple Helix Model actors in the

field of innovation. At the national level, it is also

necessary to implement a set of systemic measures for

the development of innovative culture in society. For

developing countries, it is important to strengthen the

role of the government in the development of

innovation infrastructure and modernization of its

structural components.

In the current context of the digitalization of

national economies, there is a certain transformation

in the roles of the main actors of the Quadruple Helix

Model. In particular, the role of the government

should be changed from the regulator and controller

to an equal partner of economic entities in innovation

processes. In the context of the study, the

government's efforts should be focused on

harmonizing current legislation with the provisions of

the European Union, as well as on creating effective

economic incentives to intensify innovation

(including minimizing bureaucracy, optimizing

reporting, accelerating transfer and commercializing

innovation in the real economy, simplifying the

procedures for patenting innovative research results).

Figure 1: Scheme of relationship within the Quadruple

Helix Model

Thus, the government should now become a kind

of link between universities (academia), enterprises

(industry) and the public (civil society), creating

favorable conditions for the development of their

innovative cooperation on a long-term basis. The

public sector is obliged to support knowledge-

intensive industries and develop innovation-oriented

public policies.

Industry within the Quadruple Helix Model

covers a set of enterprises that are innovatively active

or are capable of implementing innovative activities.

Within this Model, the role of enterprises is not

limited to the manufacture and sale of innovative

products. They are considered as initiators, investors

and direct participants in innovation processes. If

before the enterprises placed orders and financed

R&D, today they are increasingly involved in R&D

implementation as partners, idea generators and

subcontractors. It is considered promising to expand

cooperation between businesses with universities and

research institutes, rather than focusing on the

development of enterprises' own (corporate) research

units. Such cooperation will expand the partners'

access to modern research and their results, the latest

industrial equipment, research laboratories, elements

of innovation infrastructure, etc. Thus, today in the

Quadruple Helix Model, business is transforming

from a consumer and the investor of innovative ideas

to strategic partner of educational and research

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institutions in the initiation and implementation of

innovative projects.

Civil society within the Quadruple Helix Model

occupies a central place, as it represents the

population of the country as the main customers and

end-users of goods, services, and public goods.

Enterprises focus their activities on the interests and

preferences of representatives of this sector; the

profitability of enterprises is directly correlated with

the ability to meet the needs and expectations of the

public. It is in view of the growing role of civil society

that the business sector is launching social

responsibility programs widely. For the higher

education sector (academia), representatives of the

public are the main consumers of their educational

services, and for the public sector (government) they

are consumers of public goods. As mentioned above,

in today's growing role of innovation, knowledge, and

information, civil society is transforming from only a

consumer to a generator of innovative ideas and co-

contractor of innovative projects.

An important agent of the Quadruple Helix model

is the higher education sector - Academia. Its role is

primarily manifested in the training of personnel for

the business and public sectors, who have the skills of

innovative thinking, are able to generate ideas and

implement innovative projects. The development of

Industry 4.0 growths the role of higher education

significantly, but in the same time there is a trend in

transformation of universities and reorientation of the

vectors of their activities. In particular, along with

education, universities intensify research, invention,

innovation activities. It is these activities that

contribute to the generation of innovations necessary

for the development of regional and national

innovation systems. Innovations generated by the

universities scientists are commercialized in the real

sector of the economy. The introduction of

innovations in the activities of enterprises increases

the level of their competitiveness in the market,

causes the increasing of demand for its products and,

consequently, increase profit. This, in turn, can lead

to an increase in tax revenues to the local or state

budget. Increasing tax revenues expands the ability of

governments to improve the quality of public goods

and social protection. Activation of innovation

activity at the microeconomic, mesoeconomic and

macroeconomic levels has a positive effect on the

living standards of the population.

Nowadays the Quadruple Helix Model is widely

used by modern scientists in various fields of

research: development of innovations ecosystem,

business practices (Mineiro et al., 2021), creation of

hybrid organizations (Champenois & Etzkowitz,

2018), synergy in innovation systems (Leydesdorff et

al., 2019), university–industry project collaboration

(Rantala et al., 2021), digital entrepreneurship

services (Kitsios et al., 2021), regional competitive

entrepreneurial ecosystems (Carayannis et al., 2018),

and also future prospects of the Model’s implication.

The cooperation of partners within the Quadruple

Helix Model allows to achieve a set of positive

synergetic effects, namely: synergy of scale; synergy

of multiplier; marketing synergy; innovation synergy;

investment synergy; management synergy; synergy

of social capital; synergy of innovation infrastructure.

However, the achievement of these effects is possible

only if the transformation of all agents of the Model

(see Table 1).

The main principles of the Model should be

adaptability, flexibility, digitalization, dynamism,

and innovation perception.

The Quadruple Helix Model is useful in

implement of the regional strategies of smart

specialization because it implies the deepening of

cooperation between various stakeholders.

Smart specialization is used in developed

countries as a conceptual model for the formation of

not only innovation (identifying and stimulating the

development of unique industries or economic

activities), but also social and economic policy in

general, as it promotes long-term structural changes

in the region's economy with a focus on the prospect

of occupying important niches in foreign markets.

Smart specialization is an integrated, local

transformation program based on four general

principles:

– selection and critical mass (limited number of

priorities identified taking into account regional

capacity and international cooperation);

– competitive advantage (the process of

entrepreneurial discovery);

– relationship and clusters (synchronize what you

have with what the rest of the world has) – joint

management (public and private partnership;

cooperation between universities, local authorities,

business, and representatives of civil society (within

the Quadruple Helix Model)). In the framework of

our research we formulated the hypothesis that the

project management (project or project portfolio

management) is a strategy and process through which

organizations realize their goals and success.

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Table 1: Transformation of stakeholders’ roles within the Quadruple Helix Model

Stakeholder Obsolete principles

of operation

Predominant

current role in

econom

Promising principles of

operation

Promising role in

national economy

Government Principle of

centralized

management;

directive planning

Manage-rial,

control-ling role

Principle of

management

decentralization;

principle of

synchronization of

interests of subjects of

national econom

Stimulating,

organizational-

providing,

information-

advisory role

Academia Principle of

conservatism;

dependence on public

funding;

predominance of the

financial model of

consumption

Social role

(understanding of

educational services

as a public good)

Principle of efficiency,

optimization,

profitability of

educational, research

and innovation activity;

principle of self-

sufficiency; principle of

adequacy to economic

realities

Economic role

(understanding of

educational

services as a

specific

commodity)

Business

(Industry)

Principles of

competitiveness, self-

financing

Active - in the areas

of production and

sales of goods;

passive-consumer

role - in the fields

of education and

science

Principles of innovation

and intersectional

interaction

Affiliate

investment role

Civil society Principles of social

justice, equality,

transparency

Mostly inertial role

Principle of balancing

the interests of society

and economy; principle

of feedback between

stakeholders

Activation role

Source: developed by the authors

3 PROJECT MANAGEMENT

APPROACHES

According to Guide to the Project Management Body

of Knowledge PMBOK 7 (2021) projects are key

drivers for organizational changes. The projects are as

a tool that allows an organization to move from

current to desired situation in order to achieve a

specific objective. Organizations recognize projects

as extremely important mechanisms for changes and

renewal. Through projects, organizations seek to

innovate by developing new or improving existing

products and services, entering new markets,

developing new business models or building more

effective business processes (Te Wu, 2021). Modern

organizations are increasingly aware of the

importance of strategy and take into account in the

formulation of strategic goals that they can only be

implemented through appropriate and carefully

selected projects (Hadjinicolaou & Dumrak, 2017).

The business results of an organization are

implemented through successfully completed

projects, so it can be said that project or project

portfolio management is a strategy and process

through which organizations realize their goals and

success. (Salameh, 2014). Projects are instrumental to

the sustainable development of organisations and

society. According to Project Management 2.0

approach project management is a strategic

competence required to ensure the success of an

organization performance; project managers need to

master not only project management, but also

business processes; project managers has to be

involved in such processes as project initiation,

selection and resource planning; projects have to be

in line with organizational strategy (Kerzner, 2015).

Project Management 2.0 approach, is based on

rapid development of information technologies and

increased opportunities of communication.

Robotization, digitalization and other transformations

based on Industry 4.0 requirements lead to projects

complexity and speed of implementation of activities.

Management of Innovative Business Development in the Zaporizhzhia Cluster EAM 4.0

181

The benefits of projects have led to an increase in

projects importance in business processes. Project

integration enables organizations to overcome digital

business. Based on Wellington research even 85 %

respondents practice methods of project management

in order to create a value-based business. Successful

projects are precondition to implement organisation's

strategy and create strategic value (Marnewick,

2018). There are several conceptions of project added

value. The concept of project added value derives

from M. Porter’s value chain theory. Project added

value is understood as project success criteria (Mir

&Pinnington, 2014); a strategic approach of building

successful brands or achieving a high level of quality

(Kalafatis et al., 2016); promotes change that helps

realize the benefits and values of stakeholders

(Laursen & Svejving, 2016). There are several types

of project value: financial value, internal value, future

value, customer-related value. Financial value

includes such indicators as cost savings, increased

returns, profits. Internal value is based on internal

organization improvements and covers such aspects

as organizational culture, increased productivity and

employees satisfaction and competence development,

processes improvements. Future value focuses on

strategic development of organization, based on

achieved outputs and increased organization value in

the future. The business value is accrued through the

realization of benefits that result from project-work.

Benefits are part of ensuring that investments are

made to deliver value to the organization (APM Body

Knowledge, 2019)

The Project Management Institute’s 2021 Pulse of

the Profession report “Beyond Agility” noted that

72% of the projects completed within organization in

the past 12 months met original goals, 59%

completed, within original budget, 52 % completed

on time, 37% experienced scope creep, 37 % failed

project, budget lost, 13 % deemed failures, 10,5 %

wasted investment due to poor project performance

(Profession report, 2021).

The results of the study show that value creation

through projects face with challenges. Therefore,

organizations have to apply an effective project

management method in order to achieve desirable

outputs and value of the projects.

4 CLUSTER “ENGINEERING-

AUTOMATION-MACHINERY”

In Ukraine, a significant experience in development

of cooperation "business-university-public-

government" has the Zaporizhzhia Cluster

“Engineering-Automation-Machinery”. Besides, the

Cluster is actively using the project management

approaches, both from the moment of its foundation,

official registration, and in the course of carrying out

of its current activities.

In September 2020, at the initiative of a number

of enterprises and organizations of Zaporizhzhia in

accordance with the signed Memorandum of

Cooperation between the Association of Industrial

Automation Enterprises of Ukraine (AIAEU) and

Zaporizhzhia Chamber of Commerce and Industry

(ZCCI) with the participation of National University

“Zaporizhzhya Polytechnic” creation of a

professional association of entrepreneurs, scientists

and business associations was launched. In

November, with the support of AIAEU and the

German federal company Deutsche Gesellschaft für

Internationale Zusammenarbeit (GIZ) GmbH,

“Zaporizhzhia Cluster “Engineering-Automation-

Machinery” was registered at the request of the

German Government for the development of

industrial high-tech clusters.

In the framework of cooperation with the

European Commission in the Zaporizhzhia region

(together with two other regions, Kharkiv and

Odessa), smart specialization was identified for the

first time. The practice of discussing and approving

smart specialization, which was joined by

representatives of the educational and scientific

sphere, showed certain shortcomings. In general,

smart specialization of the regions is aimed at

concentrating efforts and ensuring consolidation

within the existing infrastructure and resource base to

attract investment and finance for the development of

innovative products and services.

Significant attention within this concept is

focused on small and medium-sized businesses,

which should be maximally involved in cooperation

within the areas of smart specialization. It is believed

that big business is self-sufficient and it’s not ready

to disclose its own research and involve third-party

structures in innovation activities (formation of high

value-added chains), which is a strategic goal of smart

specialization. This practice is aimed at

demonstrating the priorities of regional production

and high competitiveness not only in local but also

global markets. At the same time, the development of

these priorities in the region was complicated by

methodological reasons for identifying the innovation

potential of the region and the inability to attract a

wide range of innovative enterprises of small and

medium-sized businesses. Broad discussions and

maximum involvement of regional stakeholders in

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this process should be an important step in building a

constructive dialogue on smart priorities. That’s why

clusters, as voluntary associations on a regional and

sectoral basis of the structure, which include

representatives of almost all local stakeholders, could

act as intermediaries in the reasonable choice of smart

priorities and further ensure their implementation.

Today Zaporizhzhia cluster “EAM” has united

and continues to attract to its ranks the leading players

of Zaporizhzhia region to increase the economic

potential of Zaporizhzhia region through the

competitiveness of cluster participants and

development of regional innovative technologies

(Fig. 2).

Figure 2: Zaporizhzhia Cluster members (EAM, 2021).

The basis of the cluster formation is the

harmonization, coordination and synchronization of

cooperation of participants around: definition of

common goals and needs; building trust through

networking and regular communications; launching a

specific action plan.

The main tasks of the Zaporizhzhia Cluster

“Engineering-Automation-Machinery” are:

establishing broad cooperation between all categories

of cluster participants and creating a common

innovation ecosystem in the region to develop

innovation and R&D, development of new generation

products (Industry 4.0), as well as joint

implementation of engineering projects; increasing

competitiveness and export potential through better

and joint implementation of existing export support

instruments, creation of new opportunities and

integration into international chains of high added

value; better cooperation and synergy with regional

authorities and local governments, expert

communities and the public, integration into regional

development programs (Fig. 3).

The experience of collaboration of four

participants of the local system of Zaporizhzhia

region (business, education, government and public)

Figure 3: Smart specialization of Zaporizhzhia cluster

“Engineering-Automation-Machinery” (Yurchak, 2021)

through the creation of the Zaporizhzhia cluster

"EAM" demonstrates the positive results of

development of each of the participants. The cluster

allows to unite all regional stakeholders around local

problems and to provide faster and more efficient

solution of current problems, use of available

potential for economic development.

The main advantages of participation in the

Zaporizhzhia cluster “Engineering-Automation-

Machinery”: the use of joint assets of the cluster (site,

joint funds, joint promotion, joint stands at

exhibitions, etc.); obtaining important information

about market opportunities within or outside the

region; image and reputation growth, joint and

individual PR; obtaining a synergistic effect of

cooperation in the development of joint products or

projects; better access to innovation and export

resources and opportunities, including finding

partners and clients abroad; obtaining preferential

terms for training and development programs

organized by partners; priority inclusion in grant and

other structural programs of export, innovation,

regional, industrial and digital development, etc.

Thus, the basis for the formation and effective

functioning of the cluster is trust and responsibility

between its members, tolerance and solidarity in

society, which in the monopolization of many

markets low level of business ethics and low legal

culture for a long time does not allow to fully using

the potential of the national economy.

Territorial integration of scientific and

educational institutions with a network of specialized

suppliers, major producers and consumers connected

by a technological chain, for faster and more efficient

dissemination of innovations (new knowledge,

discoveries and inventions) in a certain economic

subsystem supported by public administration and the

public to ensure the progressive development of the

region. Conscious creation of clusters by all

Management of Innovative Business Development in the Zaporizhzhia Cluster EAM 4.0

183

participants in economic relations will allow to make

full use of all available potential and to provide

realization of their competitive advantages (Fig. 4).

The practical implementation of the cooperation

between the EAM cluster, science, education and

business is implemented in the projects WORK4CE:

Cross-domain competencies for healthy and safe

work in the 21st century (Erasmus + KA2). The

grantholder of this project is National University

“Zaporizhzhya Polytechnic” together with the

universities of Ukraine, Azerbaijan, Germany,

Belgium and Spain. The project develops standards

and learning materials for the new topic of cross-

domain competences for healthy and safe work by

setting up industry-university communities for the

development, delivery and dissemination for the

relevant topics (WORK4CE, 2021).

Figure 4: Zaporizhzhia cluster EAM in innovation system

of the region (EAM, 2021)

Zaporizhzhia EAM cluster is a relatively new

structure that has been operating for only 2 years. Its

creation was also associated with the implementation

of sustainable development goals, including the

development of innovation and innovation

infrastructure, renewable energy, quality education

and more. The current activities of the Zaporizhzhia

cluster are aimed at achieving the goals of sustainable

development, which is manifested in organized

activities, the formation of interaction between

participants of the regional ecosystem (Quadruple

Helix), improving production processes among

cluster members and more.

According to the social component of the concept

of sustainable development, people should have such

competencies that allow them to navigate freely in

today's world, have a job, and be ready for any

changes. The formation of new competencies in

project WORK4CE in collaboration with business

and the EAM cluster will allow to implement such

approach.

This approach will overcome the gap between

universities and industry and equip graduates with

competences to cope with the transformation of

working environments, to assess where they are and

where they want to go (analysis, strategy); to

transform to a sustainable working environment, to

consider occupational safety and health.

Zaporizhzhia EAM cluster provides practical

implementation of the project goals, in particular the

dissemination of educational and research

developments of universities among the enterprises of

the Zaporizhzhia region.

The cooperation between the WORK4CE project

management and the EAM cluster practically

implements the Quadruple Helix Model principles in

Ukraine. In our opinion, such efficient use of

available resources, human potential, synergy of

universities, science and business will give the best

result.

5 CONCLUSIONS

Summarizing the above, it should be noted that smart

specialization is a new model of regional and

interregional development, which provides a close

link between science, education, business (mostly

small and medium), public and local authorities on

the optimal use of available resources and creation

innovative products, services or technologies

competitive in the scale of the national or world

economy with the use of cluster cooperation of

innovation ecosystems. Further development of

national economies and regional economic systems

based on the model of smart specialization requires

deepening cooperation between stakeholders within

the framework of the Quadruple Helix Concept. One

of the promising areas of ensuring the long-term

nature of partnerships between business, universities,

government and civil society is the implementation of

project management approaches. The expediency of

using such approaches in management of innovative

business development was studied on the basis of

experience of the Ukrainian Zaporizhzhia cluster

“Engineering-Automation-Machinery”.

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