TRIPLE HELIX noms.pmd

CONTRIBUTIONS AND IMPLICATIONSWe believe this research has positive implications:- For park managers, that should adopt proactive strategies that facilitate the promotion of relations for obtaining better resultsdue to the interaction. These activities complement their formal activities for advising, space management and creating highvalue services.- For firms located, the results of our investigation show that firms should be proactive with relationships they establish withUniversities and with Park Management staff because contribute greatly to improving their performance.REFERENCES- ADLER, P. y KWON, S.W. (2002): “Social Capital: Prospects for a New Concept”, Academy of Management Review, 27, pp.17-40.- BURT, R. (1992). Structural Holes: The Social Structure of Competition. Cambridge. Hardvard University Press.- DYER, J.H. y SINGH, H. (1998): “The Relational View: Cooperative Strategy and Resources of Interorganizational CompetitiveAdvantage”, Academy of Management Review, 23 (4), pp. 660-679.- HANSSON, F., USTED, K. y VESTERGAARD, J. (2005):”Second Generation Science Parks: from Structural Jockeys toSocial Capital Catalysts of the Knowledge Economy”, Technovation, 25, pp. 1039-1049.- HANSSON, F. (2007): “Science Parks as Knowledge Organizations: The "Ba" in Action?”, European Journal of InnovationManagement, 10 (3), pp. 348-366.- POWELL, W.W., KOPUT, K.W. y SMITH-DOERR, L. (1996): “Interorganizational Collaboration and the Locus of Innovation:Networks of Learning in Biotechnology”, Administrative Science Quarterly, 41(1), págs. 116-145.- WESTLUND, H. (2006): Social Capital in the Knowledge Economy. Theory and Empirics, Springer, Berlin.- ZHANG, Y. (2005): ”The Science Park Phenomenon: Development, Evolution and Typology”, International Journal ofEntrepreneurship and Innovation Management, 5 (1/2), págs. 138 - 154.Madrid, October 20, 21 & 22 - 2010221