Innovation in Innovation : The Triple Helix of University-Industry-Government Relations - PowerPoint PPT Presentation

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Innovation in Innovation : The Triple Helix of University-Industry-Government Relations

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  1. Innovation in Innovation:The Triple Helix of University-Industry-Government Relations Henry Etzkowitz Stanford University, H-STAR Institute Triple Helix Research Group Triple Helix X Bandung, Indonesia

  2. A B G: Anak Baru Gede TRIPLE HELIX Outline: Spheres: Synchronic Viewpoint Spaces: Diachronic Viewpoint The Entrepreneurial University

  3. 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 • Boundaries as integrative and regulatory structures via Interface Modalities such as Incubators, Technology Transfer Offices (TTO’s) and Science Parks

  4. Statist Triple Helix Government Academia Industry

  5. Statist Triple Helix • Government leads other spheres • E.g. France, China • Government-pulled Triple Helix • Advantage: macroscopic projects • Disadvantage: limited source of initiative

  6. State Laissez-faire Triple Helix Industry Academia

  7. Laissez-Faire Triple Helix Separate Spheres • University initiates triple helix interactions • E.g. US fedearl government ideologically precluded from taking the lead except in national emergencies like wartime • Firms expected to be strongly competitive, not cooperative, until recent changes in anti-trust laws opening the way for “open innovation.”

  8. Convergence Towards Common Model State Innovation at the Intersection of Institutional Spheres Industry Academia Civil Society: Base of Triple Helix

  9. Meta-Innovation: Ideal Triple Helix • Leadership from all spheres and levels: top down, bottom-up, lateral: NGO’s, Industry Associations, Social Movements • National, state and local governments, with innovation agendas and agencies • Universities: Public, Private, Ecclesiastical, Teaching, Research move towards entrepreneurial regime • E.g. Brazil: Innovation Law of 2004 • Firm in a Lab PUCRS, Project Genesis PUC Rio

  10. Triple Helix Spaces Linking knowledge, innovation, governance and leadership

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

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

  13. Innovation space • Leadership: Regional Innovation Organizer • 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 • Renewal of Science Parks: foundation of technology-based universities

  14. The Entrepreneurial University Second Academic Revolution: entrepreneurship, incubation and firm-formation 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.4G at PUCRS)

  15. Bi-Evolution and Hybridization of University Missions • Teaching: Individuals and Organizations • Research: Individual and Group • Economic and Social Development: Companies and Region

  16. MIT President Compton’s 1930’s Vision • A University Based on Research Fields with Theoretical and Practical Relevance • Encourage Emulation of Entrepreneurial Academics like Vannevar Bush • Move from Patents to Firm-formation • Systematize Firm Formation and Growth • Invention of Venture Capital Firm

  17. Circulation of Individuals in Triple Helix U U U G G I I I

  18. Professors of Practice (PoPs) • Turns traditional PoP model “on its head” from teaching to research • PoP Types: • Forward linear: faculty entrepreneurs moving ½ time to Industry • Reverse linear: Industry entrepreneurs (PhDs) 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

  19. NovumTrivium • Model for reform of undergraduate education • Update classical Trivium of grammar, rhetoric and dialectics • Structure: • A Traditional Discipline • Innovation and Entrepreneurship • Another Language and Culture

  20. Proposal for PhD Reform • Research PhD of 3 Published articles Entrepreneurial PhD of 2 published articles and a new third element: • Translational research leading to a practical result

  21. Triple Helix conceptual axes

  22. Triple Helix WorkshopBuilding the Entrepreneurial University 12-16 November 2012 Stanford registration info