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Triple Helix Universities – Enterprises – State. Innovations in action Henry Etzkowitz I International Triple Helix Institute, Palo Alto InstituteITH www.triplehelix.net.

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Presentation on theme: "Triple Helix Universities – Enterprises – State. Innovations in action Henry Etzkowitz I International Triple Helix Institute, Palo Alto InstituteITH www.triplehelix.net."— Presentation transcript:

1 Triple Helix Universities – Enterprises – State. Innovations in action Henry Etzkowitz I International Triple Helix Institute, Palo Alto InstituteITH

2 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

3 UNIVERSITY Research Group Input: Students with new ideas Output: trained persons, knowledge, start-ups GOVERNMENT INSTITUTE Concentrated focus; long term perspective permanent 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 - flow through of human capital Why the University?: Students as Competitive Advantage - flow through of human capital

4 Statist Society Statist Society Government IndustryAcademia

5 -Statist Spheres Government dominates other spheres Top-down bureaucratic co-ordination Large project mentality Industry: national champions University: primarily teaching institution

6 State IndustryAcademia Laissez-faire Society

7 -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

8 State Industry Academia Hybrid Institutional Innovation at the Intersection of Institutional Spheres Optimum Triple Helix

9 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

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11 Regional Renewal Strategy Linking knowledge, innovation, governance and leadership Regional Innovation Organizer

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

13 -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

14 -Innovation space Forming Dynamics for Innovation RII : Regional Innovation Initiator Hybrid Organizational Experiments e.g. Technology transfer offices, science parks, incubators Invention of Venture Capital Firm

15 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

16 University Missions The First Academic Revolution late 19th century; ongoing The Research University research groups and centers The Second Academic Revolution 20th century; ongoing The Entrepreneurial University new firms and networks

17 Bi-Evolution of University Missions Teaching: Individuals and Organizations Research: Individual and Group Economic and Social Development: Companies and Region

18 Entrepreneurial Universities MIT Brownfield Site mid 19 th century Public/private Consulting Controversy Invention of 1/5 th rule WW II Rad Lab Invention of VC model Mini-computer industry Bio-tech follow-on Stanford Greenfield Site Late 19 th century Private Create industrial penumbra Steeple of Excellence Tech transfer strategy Capitalise land; invention science park

19 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

20 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

21 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

22 U I Circulation of Knowledge in Triple Helix G U I U I G

23 Triple Helix Association (THA) International Conference Series: Tsingua University Beijing, August 2005; Theme ”Triple Helix in Fast Developing Countries International Conference Series: Tsingua University Beijing, August 2005; Theme ”Triple Helix in Fast Developing Countries Chapters: Russia, Greece, Brazil, South Asia Chapters: Russia, Greece, Brazil, South Asia Webinars, Thematic Research Groups Webinars, Thematic Research Groups Helice: Quarterly Magazine Triple Helix: A Journal of University-Industry- Innovation and Entrepreneurship, Springer: Triple Open Access:

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