TY - JOUR
T1 - Can processes make relationships work?
T2 - The Triple Helix between structure and action
AU - Grant, Kevin
AU - Meyer, Martin
AU - Kuusisto, Jari
PY - 2014
Y1 - 2014
N2 - 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.
AB - 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.
U2 - 10.1080/08109028.2015.1110425
DO - 10.1080/08109028.2015.1110425
M3 - Article
SN - 0810-9028
VL - 32
SP - 351
EP - 368
JO - Prometheus: Critical Studies in Innovation
JF - Prometheus: Critical Studies in Innovation
IS - 4
ER -
