Triple Helix Catalyst for Change Henry Etzkowitz Triple

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Triple Helix: Catalyst for Change Henry Etzkowitz

Triple Helix: Catalyst for Change Henry Etzkowitz

Triple Helix Thesis University plays leading role in Knowledge-based Society: shift from secondary to

Triple Helix Thesis University plays leading role in Knowledge-based Society: shift from secondary to primary institutional sphere l Taking the role of the other e. g. , university forming firms; government as venture capitalist; industry raising training to higher levels l Shift from Laissez Faire and Statist to hybrid model of intersecting Institutional Spheres l

Statist Triple Helix Government Industry University

Statist Triple Helix Government Industry University

Government Laissez-faire Triple Helix Industry University

Government Laissez-faire Triple Helix Industry University

Interactive Triple Helix Innovation at the Intersection among Institutional Spheres Government Industry University

Interactive Triple Helix Innovation at the Intersection among Institutional Spheres Government Industry University

Government Industry University Civil Society: Base of Triple Helix

Government Industry University Civil Society: Base of Triple Helix

U-I-G Triple Helix for Innovation U-P-G Triple Helix for Sustainability

U-I-G Triple Helix for Innovation U-P-G Triple Helix for Sustainability

U-I-G Triple Helix for Innovation U-P-G Triple Helix for Sustainability

U-I-G Triple Helix for Innovation U-P-G Triple Helix for Sustainability

Academia: Competitive Advantage UNIVERSITY flow through of students -new inventors -new entrepreneurs -new knowledge

Academia: Competitive Advantage UNIVERSITY flow through of students -new inventors -new entrepreneurs -new knowledge production INSTITUTE permanent staff depth of expertise

Generating Trust Among the Triple Helix l Problem: Isolation Among U-I-G l Solution: Creation

Generating Trust Among the Triple Helix l Problem: Isolation Among U-I-G l Solution: Creation of Intermediate Ties l Between Strong Ties of Kinship and Weak Ties of Information Exchange (Granovetter, 1973) l Response to Crisis or Opportunity l 1920’s New England loss of Industry l Early days of Silicon Valley

Triple Helix Spaces

Triple Helix Spaces

-Knowledge space q* Universities and Research Institutes Underutilized Potential l* Research Projects with economic

-Knowledge space q* Universities and Research Institutes Underutilized Potential l* Research Projects with economic and social relevance l* Decentralization after Mexico City Earthquake

- Consensus space l* Fora to Generate Ideas and Strategies l* Triple Helix Meeting

- Consensus space l* Fora to Generate Ideas and Strategies l* Triple Helix Meeting Place e. g. New England Council; Niteroi Technopole; Amsterdam Knowledge Circle * RIO: Regional Innovation Organizer

- Innovation space l* Forming Dynamics for Innovation l * RII:Regional Innovation Initiator l

- Innovation space l* Forming Dynamics for Innovation l * RII:Regional Innovation Initiator l * Hybrid Organizations, e. g. , l technology transfer offices, science parks, incubators accelerators l * Invention of Venture Capital Firm

Bi-Evolution of University Missions – Teaching: Individuals and Organizations – Research: Individual and Group

Bi-Evolution of University Missions – Teaching: Individuals and Organizations – Research: Individual and Group – Economic and Social Development in the Region: technology, spin-offs and start-ups • The First Academic Revolution late 19 th century; ongoing The Research University research groups and centers • The Second Academic Revolution 20 th century; ongoing The Entrepreneurial University new firms and networks

The Entrepreneurial University * Second Academic Revolution: entrepreneurship, incubation and firmformation as third academic

The Entrepreneurial University * Second Academic Revolution: entrepreneurship, incubation and firmformation as third academic mission * Entrepreneurial University is non-linear: can be built on a teaching as well as a research university base * Entrepreneurial University is combinatorial: entrepreneurship and research integrated (firm and academic lab in one, e. g. 4 G at PUCRS)

Government’s Positive Intervention • Direct: Government -> Industry • Indirect: Government ->University->Industry • Government

Government’s Positive Intervention • Direct: Government -> Industry • Indirect: Government ->University->Industry • Government as a balance-wheel in downturn: Ø Incentivising new industries as well as renewing old ones Ø Counter-cyclical venture capital

The Evolution of the Firm l l l From hierarchical to flatter structures R&D

The Evolution of the Firm l l l From hierarchical to flatter structures R&D integrated into firm long-term strategy (3 rd Generation R&D) R&D responsive to customer needs, integrated into value chains (4 th 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

Triple Helix Spaces l Linking knowledge, innovation, governance and leadership

Triple Helix Spaces l Linking knowledge, innovation, governance and leadership

Knowledge space l Pool of existing knowledge and the means of production of new

Knowledge space l Pool of existing knowledge and the means of production of new knowledge l Prerequisite: reach critical mass of research resources to generate growth l Potential: Universities, Firm R&D units and Research Institutes (often underutilized) l E. g. 1980 s post-earthquake decentralization of Mexico City R&D institutes (R. Casas)

Consensus space l Neutral ground to Generate Ideas and Strategies - Triple Helix Meeting

Consensus space l Neutral ground to Generate Ideas and Strategies - Triple Helix Meeting Place l Formal and informal networks support new innovation projects l Leadership by various Triple Helix actors

Innovation space l Leadership: Regional Innovation Organizer l Creation of new and adaptation of

Innovation space l Leadership: Regional Innovation Organizer l Creation of new and adaptation of existing hybrid organizations from elements of the TH spheres: e. g. Venture Capital Firm, Incubator, Science Park, ‘Company’ Universities l Renewal of Science Parks: foundation of technology-based universities

Triple Helix Circulation UUU III G

Triple Helix Circulation UUU III G

Professors of Practice (Po. Ps) Turns traditional Po. P model “on its head” from

Professors of Practice (Po. Ps) Turns traditional Po. P model “on its head” from teaching to research Po. P Types: l l – – l l Forward linear: faculty entrepreneurs moving ½ time to Industry Reverse linear: Industry entrepreneurs (Ph. Ds) moving ½ time to University Entrepreneurial role models for students and faculty Develop large-scale projects, strengthen ties with business, retain faculty entrepreneurs in university Self-sustaining virtuous circle between University and Industry

Researchers of Practice (Ro. Ps) l. Link academic and business sides of university l

Researchers of Practice (Ro. Ps) l. Link academic and business sides of university l 1/2 time in Academic Unit e. g. Business School, Engineering, Medicine etc l 1/2 time in Tech transfer office, incubator, science park l. Junior faculty (assistant profs) mentored by Po. Ps l. Hypothesis: more productive than traditional academics: two sources of inspiration (theory and practice) l. Po. Ps + Ro. Ps: seamless web from firm to university and from academic to business development

Novum Trivium l Model for reform of undergraduate education l Update classical Trivium of

Novum Trivium l Model for reform of undergraduate education l Update classical Trivium of grammar, rhetoric and dialectics l Structure: – A Traditional Discipline – Innovation and Entrepreneurship – Another Language and Culture

A Journal of University. Industry-Government Innovation and Entrepreneurship 27 Triple Open Access Goals: Free

A Journal of University. Industry-Government Innovation and Entrepreneurship 27 Triple Open Access Goals: Free to Readers Free to Authors Open to All Innovation

Triple Helix conceptual axes Institutional Spheres Integrative Spaces Hybrid institutions at UIG interfaces: •

Triple Helix conceptual axes Institutional Spheres Integrative Spaces Hybrid institutions at UIG interfaces: • U-I interface: TTOs, SPs, BIs, ILOs, JRCs, excellence centres); • U-G interface: university contracts & grants offices, academics’ advisory services to policymakers; • I-G interface: chambers of commerce, professional associations, sectoral firm associations • Knowledge, Consensus and Innovation Spaces • Dissemination of innovation and best practice from local/regional to national/international level through networks of universities, firms, interface organisations • Regional Innovation Organizer (leadership) Individual Dynamics • Circulation of individuals within and among TH spheres: Ø dual roles of academics in U-I/U-G; Ø student internships in firms, government, training in firms for dissertations • TH education: Ø Students: Novum Trivium, TH Ph. D Ø Academics: Po. Ps, Ro. Ps