TRIPLE HELIX noms.pmd

emerging from the corporatist governance system, and the emphasis on bottom-up perspectives in policy-making. Based onequality instead of the hierarchy of one institution above another, dialogue-based workingmethods should be designed and systematized in order to increase trust and Triple Helix cooperation in the Madrid region. Inaddition, cultural analysts could also be involved as intermediaries in the process, in order to identify cultural differences andhelp in the dialogue (Jönsson 2000).Finally, emphasis is placed on the importance of: 1) context sensitive measures and avoiding "one size fits all" perspectives,and 2) implementing the learning mechanisms that will help to build the necessary social capital for increasing collaborationand innovation.References- Cooke P., A. Eickelpasch, and I. Ffowcs-Williams. 2008. VINNVÄXT II - Generalist and Specialist Evaluation of process andknowledge development 2004 - 2007. VINNOVA Report VR 2008:12.- Cooke P., M. Gomez Uranga, and G. Etxebarria. 1997. Regional innovation systems: Institutional and organisational dimensions.Research Policy 26 (4/5): 475-91.- Etzkowitz H. and L. Leydesdorff. 2000. The dynamics of innovation: From national system and "Mode 2" to a Triple Helix ofuniversity-industry-government relations. Research Policy 29: 109-23.- Jönsson H. 2000. The Cultural Analyst: an Innovative Intermediary? http// www.etn.lu.se.Taken from Frysfors and Jönsson2009.- Metcalfe J.S. 1995. Technology systems and technology policy in an evolutionary framework. Cambridge Journal of Economics19: 25-46.- Paalshaugen Ø. 2009. Research in action: The development of cluster specific innovation strategies in the Oslo region.Paper presented at the EGOS Colloquium, Barcelona 2009.Madrid, October 20, 21 & 22 - 2010300