The modern period is characterized by the rapid development of horizontal communication, which demonstrates enhancing the efficiency and increasing the speed of people interaction.
The spread of respective communication forms leads to a situation where the choice of a development model and the rules of interaction would not be defined by the steering committee or advisory board. Conversely, it becomes the conscious choice of communities and groups that are able to implement initiatives of a completely different quality in the Triple Helix model.
The quality of TH-based initiatives is determined by trust between specific people from different institutional areas and organizations. Moreover, these relations always depend on the quality of the institutional environment and the maturity of the innovation system. Examples that are familiar to members of the Association show that political changes and the economic crisis have a major impact on the quality and intensity of TH-actors interactions. Furthermore, interactions in immature innovation systems are subject to constant risks.
It can be assumed that the Triple Helix model at a certain stage would become the conscious choice of stakeholders who seek opportunities to change the established practice of decentralized management and the multi-stakeholder model. The Social structure of Triple Helix, introduced by Henry Etzkowitz, can become, in a sense, a social ideal. We often observe that the Triple Helix model is understood formally, particularly, when it is enough to “place” the participants in one space or process. However, policy-designers and policy-makers need to focus on building the communities that are searching such a type of TH-actor interaction when “interface organizations” at the border link clearly defined institutional areas.
Creating conditions for the frequent and productive interaction of actors from different institutional areas is more essential in the long-term perspective than the hierarchical form of interaction, which prevents the spread of knowledge and forms obvious barriers to communication between various professionals with different positions. In such a case, we believe that it will result in a investment and invention boom in the field of communication. Communication activities that contribute to the “mixing” of actors from various professional and institutional spheres are of particular importance.
An important goal for the Association is designing activities for involving and mastering the principles of the Triple Helix model. In this perspective, the creation of game communication activities (the Triple Helix Scenario Planning Interactive Game, Trilicious – The Triple Helix Innovation Game), allowing to distribute the principles of the Triple Helix model in universities and chapters, which in turn will create additional opportunities for engaging the younger generation and a wider range of professionals. Such activities allow us to design roadmaps jointly, see our proposals in the context of other decisions, receive constructive feedback, and together determine the driving forces. In addition, perhaps, the most important step is to achieve local consensus and mutual understanding on the key tasks and prospects of innovative development.
Building sustainable communities is becoming the basis for regional development and overall place-based innovations. More mature and long-term relationships in science and technology are emerging in communities. Policy makers and TH actors can rely precisely on them to increase the productive interaction between universities, industry and government. As a rule, such relations are characterized by a high level of trust between the actors, and become the basis for the implementation of an open innovation strategy. According to international experience, despite the fact that large companies produce the product in their macro-region, companies still place new research and creative units in those regions of the world where they can find innovative environments and consolidated communities. Therefore, communities are becoming a required element in accelerating the innovation cycle and integrating research into the framework of the business model. However, a direct assessment of the impact of communities on regional development is at the stage of conceptual analysis and design.
On the Hélice pages, we welcome new organizational and individual THA members, who join us in a unique knowledge-sharing environment.
As Editors, we appreciate your interest in the Hélice Magazine, and invite you to submit new items for publication. We would like to encourage our individual members to be engaged in our shared collaborative work of shaping the content of Hélice. Furthermore, we encourage our regional chapters to search for specific potential contributors from the university-industry-government community, and for topics which could be potentially interesting and useful for them.
For further information, please contact Liana Kobzeva (Editor in Chief) at firstname.lastname@example.org, or Sheila Forbes (Managing Editor) at email@example.com.
We look forward to hearing from you soon!
(Editor in Chief)
Cover: Contributed by Professor Henry Etzkowitz
Published by the Triple Helix Association – ISSN 2281-4515
- PRESIDENT’S CORNER – The Entrepreneurial University
- President’s Invited Contribution
- Innovative Place-Based Triple Helix Approaches for Regional Development through Smart Specialisation Strategies
- A Case of Triple Helix Scenario Planning
- Adaptation – A Skill and a Necessary Stage
- The Triple Helix State: The Development Nexus of Government, Academia and Society
- Interview with the 2018 THA Early Career Researcher Award Winner
- Can we start from the university classroom?
- Young Professionals
- Special Interest Groups (SIGs)
- Book Review
- Chapter News
- New THA New Members March 2019 – August 2019
- THA News
- Call for Papers