Can processes make relationships work?

The Triple Helix between structure and action

Kevin Grant (Lead / Corresponding author), Martin Meyer, Jari Kuusisto

    Research output: Contribution to journalArticle

    1 Citation (Scopus)

    Abstract

    This contribution seeks to explore how complex adaptive theory can be applied at the conceptual level to unpack Triple Helix models. We use two cases to examine this issue - the Finnish Strategic Centres for Science, Technology & Innovation (SHOKs) and the Canadian Business-led Networks of Centres of Excellence (BL-NCE). Both types of centres are organisational structures that aspire to be business-led, with a considerable portion of their activities driven by (industrial) users? interests and requirements. Reflecting on the centres' activities along three dimensions - knowledge generation, consensus building and innovation - we contend that conceptualising the Triple Helix from a process perspective will improve the dialogue between stakeholders and shareholders.
    Original languageEnglish
    Pages (from-to)351-368
    Number of pages18
    JournalPrometheus: Critical Studies in Innovation
    Volume32
    Issue number4
    DOIs
    Publication statusPublished - 2014

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    innovation
    shareholder
    organizational structure
    stakeholder
    dialogue
    science
    knowledge

    Cite this

    Grant, Kevin ; Meyer, Martin ; Kuusisto, Jari. / Can processes make relationships work? The Triple Helix between structure and action. In: Prometheus: Critical Studies in Innovation. 2014 ; Vol. 32, No. 4. pp. 351-368.
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    Can processes make relationships work? The Triple Helix between structure and action. / Grant, Kevin (Lead / Corresponding author); Meyer, Martin ; Kuusisto, Jari.

    In: Prometheus: Critical Studies in Innovation, Vol. 32, No. 4, 2014, p. 351-368.

    Research output: Contribution to journalArticle

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