1. Strategic Structure and Implementation of Regional Triple Helix Collaboration: Comparative Case Study.
- Author
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Kinnunen, Tuomo, Rinkinen, Satu, Majava, Jukka, and Gillette, Jay
- Subjects
INNOVATIONS in business ,STRATEGIC planning ,ECONOMIC competition ,ECONOMIC development ,COMMUNITY development - Abstract
This study focuses on triple helix collaboration to support regional innovation-led development and economy. As global economic competition is getting more rigorous, regions are seeking new ways to boost innovativeness and the economic success of local enterprises. A potential way is the strategic approach of triple helix collaboration. However, regions have diverse, challenging options to structure and implement triple helix collaboration (Asheim & Coenen, 2006). Empirical knowledge currently is inadequate for stakeholders interested and involved in regional strategy processes and strategy implementation. Our research question is condensed into: What role can strategic structures and implementation of triple helix collaboration play in regional development? The strategic structure in this study is understood as a distinct organisational setting, with a shared strategic agenda to which the key triple helix parties are committed in the long-term. In this descriptive case study, we focus on the strategic structures and implementation of triple helix collaboration as a contemporary phenomenon in real-life context (Yin 2003). We selected two regional cases for analysis and comparison based on the following criteria: the regions are located outside metropolitan areas around medium-sized cities, and characterized at the highest level of innovation spirit in Europe (Giffinger et al. 2014); the researchers were able to gain in-depth understanding about the cases (Yin 2003); together with predominant strategic structures featuring long-term commitment by key triple helix parties in the regions. The research data was collected from multiple sources and included documents, meetings, and observation. The strategic structure of Case Brainport (Netherlands) was a foundation supervised by sixteen main triple helix parties. The implementation of shared strategy was organised by a dedicated joint development company. The structure in Case Brainport takes a holistic approach and high profile role in regional development. The strategic structure of Oulu Innovation Alliance (‘OIA’, Finland) is a strategic alliance agreement among five main triple helix parties. The implementation of strategic objectives was organised through five innovation centres. The structure in OIA strengthens the role of knowledge institutes in regional development in five spearhead areas. The cases illustrate two empirical ways to utilise triple helix mandate and strategic structures in regional development and strategy processes. The different societal contexts, visionary leaders, and legacies of past collaboration have clearly directed two regions to quite different outcomes. The comparison of these cases indicates the diverse options and scopes for structuring and organising regional triple helix collaboration globally. [ABSTRACT FROM AUTHOR]
- Published
- 2016