Triple Helix Universities – Enterprises – State. Innovations in action Henry Etzkowitz I...
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Transcript of Triple Helix Universities – Enterprises – State. Innovations in action Henry Etzkowitz I...
Triple HelixUniversities – Enterprises – State. Innovations in action
Henry Etzkowitz I International Triple Helix Institute, Palo Alto InstituteITH www.triplehelix.net
Triple Helix Thesis• University plays leading role in Knowledge-based
Society: shift from secondary to primary institutional sphere
• Taking the role of the other e.g., university forming firms; government as venture capitalist; industry raising training to higher levels
• Internal Transformation of University-Industry-Government (U-I-G) as well as relations among them
UNIVERSITY Research GroupInput: Students with new ideas Output: trained persons, knowledge, start-ups
GOVERNMENT INSTITUTEConcentrated focus; long term perspectivepermanent staff/ in depth expertise
FIRM R&D UNIT: Innovation objective ; scanning and project management expertise
UNIVERSITY CENTER: Hybrid Model; elements of academic group, firm R&D unit, Govt. Research Institute
Why the University?: Students as Competitive Advantage
- flow through of human capital
-Statist Spheres
• Government dominates other spheres
• Top-down bureaucratic co-ordination
• Large project mentality
• Industry: national champions
• University: primarily teaching institution
-Laissez-Faire Spheres
• University: basic research and human resource provider
• Industry: Firms linked by market• Government: limited to addressing
market failures• Individualistic mentality; heroic
entrepreneur• Interface Units Across strong
boundaries
State
Industry
Academia
Hybrid Institutional Innovation at the Intersection of Institutional Spheres
Optimum Triple Helix
From Boundary Lines to Boundary Spaces
• Integrative Boundaries• Shift in Opposite directions depending upon Triple Helix Configuration • from Solid to Porous and from boundary absence to membrane with Selective and Assistive Features• Nantes Atlantapole• Stanford StartX• Chinese University Run Enterprises (URE’S) ->spinoffs
Regional Renewal Strategy
• Linking knowledge, innovation, governance and leadership
Regional Innovation Organizer
-Knowledge space
• Universities and Research Institutes
• Underutilized Potential
• Research Projects with economic and social relevance
• Decentralization after Mexico City Earthquake
-Consensus space
• RIO: Regional Innovation Organizer
• Fora to Generate Ideas and Strategies
• Triple Helix Meeting Place
e.g. New England Council; Niteroi Technopole; Amsterdam Knowledge Circle
-Innovation space
• Forming Dynamics for Innovation• RII: Regional Innovation Initiator• Hybrid Organizational Experiments
e.g. Technology transferoffices, science parks, incubators
• Invention of Venture Capital Firm
Regional Innovation Organizer (RIO)
• Takes the lead in bringing together triple helix actors in response to crisis or opportunity:
• President Compton of MIT: 1930’s New England • Stanford Provost and Firm CEO, 1990’s Silicon Valley• William Mcdonough, NY Federal Reserve Bank.
1990’s New York City• UFRJ Professor, Rio De Janeiro, 1990’s
•
University MissionsThe First Academic Revolution late 19th century; ongoing The Research University research groups and centersThe Second Academic Revolution 20th century; ongoing The Entrepreneurial University new firms and networks
Bi-Evolution of University Missions
• Teaching: Individuals and Organizations
• Research: Individual and Group
• Economic and Social Development: Companies and Region
Entrepreneurial Universities
• MIT• Brownfield Site• mid 19th century• Public/private• Consulting Controversy• Invention of 1/5th rule• WW II Rad Lab• Invention of VC model• Mini-computer industry• Bio-tech follow-on
• Stanford• Greenfield Site• Late 19th century• Private• Create industrial
penumbra • Steeple of Excellence• Tech transfer strategy• Capitalise land;
invention science park
The evolution of the firm
• From hierarchical to flatter structures• R&D integrated into firm long-term strategy (3rd
Generation R&D)• R&D responsive to customer needs, integrated into
value chains (4th Generation R&D)• Knowledge-based start-ups with high-growth and
job creation potential (gazelles)• R&D alliances: from individual firms to networks of
large firms, SME’s and academic research groups in Joint R&D Centers research-based clusters
Government’s Positive Intervention
• Direct: Government -> Industry
• Indirect: Government ->University->Industry
• Government as a balance-wheel in downturn: Incentivising new industries as well as renewing old ones Counter-cyclical venture capital
Regional Innovation Policy
• Picking Winners e.g. UK structured competition
• Entrepreneurial University Development• Top Down/ Bottom Up Complementary Roles• E.g. Brazil Innovative Incubator Development
Triple Helix Association (THA)www.triplehelixassociation.org
• International Conference Series: Tsingua University Beijing, 21-23 August 2005; Theme ”Triple Helix in Fast Developing Countries
• Chapters: Russia, Greece, Brazil, South Asia
• Webinars, Thematic Research Groups
• Helice: Quarterly Magazine
• Triple Helix: A Journal of University-Industry- Innovation and Entrepreneurship, Springer: Triple Open Access: