TRIPLE HELIX noms.pmd

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O-060Successes and Failures of an Intermediary in Triple Helix Relationships inDeveloping Countries: the Case of Thailand’s Food IndustryPatarapong Intarakumnerd, College of Innovation, Thammasat University, Banghok, ThailandPeechaya Jirathumkitkul, Thitapha Smitinont, Somchai Chatratana, Technology Management Centre, National Science &Technology Development Agency, Banghok, ThailandGenerally the extent of market and systemic failures in developing countries are much larger than developed ones (Leff, 1976and Chaminade, and Edquist, 2006). Innovation systems and triple helix relationships in developing countries can be characterizedas weak and fragmented because of high degree of such failures (Intarakumnerd et.al., 2002 ). To mitigate these failures,different government policies and more effort are needed. Market mechanisms and the standard government intervention in theforms of laws, regulations and incentives are not sufficient to solve these problems. The role of intermediaries is highlighted asan important actor instrumental in mitigating failures. Dodgson and Bessant (1996) indicate that intermediary organizations canfacilitate innovation process by performing activities bridging user needs and supply side. They can help to identify specificneeds of users, select appropriate options, link with external knowledge sources and so on. These intermediary organizationscan take many forms such as research technology organizations (RTOs), industrial and trade associations, professionalassociations, private foundations and so on. Nonetheless, the actual operation and, hence, lesson learned from the work ofintermediaries have not been seriously conducted, especially in the context of developing countries.The aim of this paper is to study the roles of intermediaries in creating and strengthening triple helix relationships and mitigatingsystemic failures in a developing country. The role of Thailand’s Industrial Technology Assistance Program (ITAP) under NationalScience and Technology Development Agency in the food industry will be highlighted as a case study. ITAP has been chosenas a case study because it has been operating since 1992 and has developed technical consultant projects with more than1000 firms since then. Therefore, it has enough track record to evaluate successes and failures. ITAP’s operating model wasbased on the “demand driven” and “sharing responsibility” concept that each participating company must pays the expenses ofthe technical experts who could be from within or outside the country. ITAP pays up to 50% of the expense (but not exceed500,000 Baht) to the company, in the form of reimbursement. The reason behind this concept is to induce the SMEs to upgradetheir technological capability in manufacturing and generates their product and process innovation, and at the same time tomake sure that a participating company had the real need and commitment. Recently number of local experts from Thaiuniversities has increased considerably. ITAP has played important roles in initiating and enhancing university and industrylinkages which are normally weak in Thailand. Triple Helix relationships among universities, industrial firms and ITAP wereformed.Methodologically, we have taken two approaches. Firstly, we examined almost 100 projects in the food industry within the year2007-2008 and draw general observations on factors determining successes and failures of these projects. Secondly, weselected a few success and failure cases for comparative purposes to verify our general observation and pinpoint detailedcharacteristics leading to failures and successes. With-in case analysis has been done as well, since we also investigatedhistorical development steps of selected cases. Some began with failures but became successes later because they havelearned the lessons well.From our study, the successes and failures depend very much on:A) The willingness, readiness, and learning and absorptive capacity of participating firms in understanding and prioritizing ownproblems, providing enough and continuous financial and human resources to work with outside experts from universities,gaining participation from relevant departments of the company, and subsquent execuation and follow up after the collaborativeprojects finished.B) Capability and creditability of university experts, namely academic capability, relevant industrial experiences, degree ofattention and time spent in the projects.C) Capability and dedication of ITAs (Industrial Technology Assistants working for ITAP), namely, matching ability (enoughability to match expectations of firms with capabilities and limitations of university experts), monitoring ability (enough ability toset projects’ milestones and monitor accordingly), and problem-solving ability (ability to solve problems emerged during theprojects and fine-tune different expectations of both sides).This study has policy and management implications on triple helix practices, especially on selecting the right participating firmsand university experts and successful project implementations. The aforementioned capabilities of intermediaries themselvesneed to be enhanced, so that they can effectively functions. Government policies should pay attention on this aspect beyondstandard polices addressing market failures.Madrid, October 20, 21 & 22 - 2010160
ReferencesChaminade, C. and Edquist, C. (2006) " From theory to practice. The use of the systems of innovation approach in innovationpolicy " in Hage, J.; De Meeus, M. (Eds) Innovation, Learning and Institutions. Oxford, Oxford University Press.Dodgson, M. and Bessant, J. (1996) Effective Innovation Policy: A New Approach, London: International Thomson BusinessPress.Leff, N. 1979. ‘Entrepreneurship and Economic Development: The Problem Revisited,’ Journal of Economic Literature, 17, 46-64.Intarakumnerd, P. et al. (2002), “National Innovation System in Less Successful Developing Countries: the Case of Thailand”Research Policy, 31 (8-9), 1445-1457.Madrid, October 20, 21 & 22 - 2010161
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O-050IMPLICATION OF FIRMS’ LINKAG
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P-042Building Regional Competitive
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O-082Challenges for governmental ro
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W-07FAPERJ’S CHANGING ROLE IN SUP
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Research on intelligent products wi
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Selected References- Bercovitz, J.,
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References- CABRAL, R., DAHAB, S. (
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References- Acker, Joan (1992). Gen
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O-070The Role of the University and
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O-120Absorptive capacity and the de
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O-103Determinants of scientific int
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W-11TRIPLE HELIX in R&D&I - Researc
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Contributions and implicationsThe p
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O-130The Triple Helix balancing act
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O-059Research, facilitate, evaluate
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P-047Gendered structures in academi
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Strategic implicationsGiven the foc
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O-098The role of Tunisian universit
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ST-10Alliance Capability in Tunisia
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O-139Individual-level antecedents o
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P-008THE STATE OF TECHNOLOGICAL INN
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ST-04LINKAGES BETWEEN THE DEVELOPME
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P-009INTELLECTUAL PROPERTY - AN IMP
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O-106The multiple historical hermen
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O-113Triple Helix System: The Heart
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Implications of the FindingsBased o
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Results and ImplicationsAn enhanced
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Findings, Implications and Contribu
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References- Archibugi, D., B-A. Lun
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We construct a set of dependent var
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ResultsThe results show that (i) th
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FindingsThe foresight proceedings a
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O-079Universities and Economic Deve
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O-001TRIPLE HELIX MODEL TO CREATE G
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O-033PROMOTION OF THE ENTREPRENEURI
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O-086Innovation Challenges and Oppo
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O-085BEWARE OF THE RED QUEENTariq D
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P-017University cluster: Russian ex
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O-053The Triple Helix of Knowledge:
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O-131Forms and barriers in inter-fi
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O-011CONTRIBUTION OF UNIVERSITIES T
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References (some main references)-
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The entrepreneurial university mode
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Keywords: Local Innovation Systems
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O-056THE ROLE OF TRIPLE HELIX ORGAN
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O-095Sustainable Triple Helix exper
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O-009Interaction Between the Univer
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2002.Disponível em: http://www.cas
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Both companies operate within the o
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Reference- Abe, S. (1998) “Region
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1) The strong engagement and the su
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3 Researching focusTo demonstrate t
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Page 137 and 138: MethodologyWe try to identify the t
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Page 157 and 158: FindingsOwnership trends reveal thr
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Page 165 and 166: • Findings,In the analysis of the
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Page 169 and 170: Impact and ContributionThis pilot s
Page 171 and 172: ReferencesAsheim, B., Benneworth, P
Page 173 and 174: They must work on each of the next
Page 175 and 176: P-015A discussion on the Triple Hel
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Page 179 and 180: References:Daghfous, A., Michael, H
Page 181 and 182: Norwegian processing industry speci
Page 183 and 184: ReferencesCooke, P. and Morgan, K.
Page 185 and 186: Facilitating linkagesLester (2003)
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Page 189 and 190: Consulting/servicingFaculty consult
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W-06University-industry-government
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ST-07The Architecture of Innovation
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O-105The role of higher education i
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Contributions and ImplicationBy app
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References:- Colciencias 2008. Colo
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CONTRIBUTIONS AND IMPLICATIONSWe be
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- experts that were involved in the
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O-116The Triple Helix of a Regional
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- University-Industry- Government I
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- ETZKOWITZ, H.; LEYDESDORFF, L. Un
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REFERENCES- Borrell-Damian, L (2009
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Contributions and implicationsThe u
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O-134The determinants of entreprene
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O-091Caring for the business platfo
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P-054"I do not know if this is a go
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O-111JUMPSTARTING THE TRIPLE HELIX
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References- Coase, R. (1988). The F
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References- BAIN, J. S. Industrial
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References- Clark, A. (2004). Evalu
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Reference- Etzkowitz Henry, MIT and
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W-05Is industry-university interact
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O-021Motivation, obstacles and stra
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P-043Webometrics analysis of public
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O-093STI-DUI Innovation Profiles an
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O-118Technological Parks in Mexico:
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References:- Berman, E. P. (2008) W
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REFERENCES- BALLON, P.; PIERSON, J.
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- with foreign actors concerning di
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incubation houses operating in deve
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P-045Roles of the 3rd Strand of the
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P-007NON-PROFIT ORGANIZATIONS IN ST
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O-045Empowering a State's Developme
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O-107Academic Research Groups and T
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ST-06University Patenting and Licen
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W-28Total Control? The gendering of
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O-015Stages of Development of Enter
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W-21To Join or Not to Join: Individ
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P-055Academic entrepreneurship in t
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References:- Admade, M.T. and Romer
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'Technologies for the marketing of
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References- Audretsche, D.B. (1998)
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P-013Determinants of university-ind
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O-051“COMMUNICATION CHANNELS AMON
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O-041Towards a Knowledge Society:Ex
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P-036Research and Innovation privat
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P-026AGROPOLIS DEL NORTE : a local
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- Etzkowitz, H, 2004, The evolution
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attitude and a scientific approach.
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models for conduct his/hers process
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terms of the addition of a fourth s
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Desarrollo and Global Entrepreneurs
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- Ehikhamenor, F.A., (2003). Intern
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References:- Roberts E. B. and Eesl
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some evidence that there might be p
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universities in the "knowledge soci
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Feldman (2006), and are not conside
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W-19Fostering Team Science:Innovati
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O-025The dynamic evolution of knowl
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O-055The evolvement of triple helix
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W-41Resource Mobilization and Busin
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faculties of Engineering, Science a
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O-002Patterns of the Innovation Eco
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Bibliographic references- ETZKOWITZ
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References- Bercovitz, J, and Feldm
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References- Boden, Mark e Miles, Ia
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References- Gibbons M., Limoge C.,
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References- Brimble, P. & Doner, R.
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O-101HOW MUCH THE ROLE OF THE OTHER
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O-090PUBLIC PROGRAMME CONTEXTS AND
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O-075The effectiveness of universit
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O-076Technology Transfer in a Publi
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O-052Between Myth and Reality: Deve
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O-017Characterising Triple Helix li
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P-004STUDY OF THE IMPACT OF EXTERNA
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O-140Analysing entrepreneurial arch
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O-104The co-evolvement of local dev
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P-031Context Factors Moderating the
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P-019Conception of the Development
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O-088Key Ingredients of Innovation:
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Methodology and research designData
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References:- Chesbrough, H. (2003).
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At present, government policy in Th
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O-092Increase in Effectiveness of T
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O-115Analysis of the conception, mo
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O-036A PROPOSAL TO INTEGRATE THE UN
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O-039NC State’s Centennial Campus
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O-068The Impacts of Seed Grants as
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O-123 Technology Transfer Process i
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ST-15 The Critical Constructivism o
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