TRIPLE HELIX noms.pmd

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It is recognized in the foreseeable future that in the demand for energy resources and global warming, the environment will formthe key driver for societal and governmental concern and change. The solutions would require complex interactions between thethree elements of the Triple Helix. Subject/discipline-based academic departments will simply not be in a position to addressthese issues, rather the value chain extending from inter- and cross-disciplinary activity (combining research, knowledgeexchange, and education) to partnering with multiple industries, catalysed by government policies would lead to new structuresthat go beyond traditional university models of governance and departmental configurations.Further details of such radical rethinking and associated issues will be presented in the paper.REFERENCES- Carroll, Lewis: ‘Through the looking-glass, and what Alice found there’, Macmillan & Co, 224pp, 1871.- Van Valen, Leigh: ‘A new evolutionary law’, Evolutionary Theory, 1: 1-30, 1973.- ‘Escaping the Red Queen Effect’, PA Consulting Group, 2009. http://www.paconsulting.com/our-thinking/escaping-the-redqueen-effect/- http://www.hefce.ac.uk/news/hefce/2010/grant1011/- Durrani, Tariq S: ‘From temples of knowledge to supermarkets of ideas’. Invited Keynote Address, Fourth IEEE InternationalForum on Engineering Education, Sharjah, Dubai, UAE, 25-27 April 2006.- ‘Keeping our universities special’, PA Consulting Group, 2009. http://www.paconsulting.com/our-thinking/keeping-ouruniversities-special-surviving-and-thriving-in-a-turbulent-world/.Madrid, October 20, 21 & 22 - 201078
P-017University cluster: Russian experienceGleb Dvoryatkin, Tomsk State University of Control Systems and Radio-Electronics (TUSUR), Russian FederationThe work of Educational Scientific Innovative Complex (ESIC) of Tomsk state university of control systems and radio-electronics(TUSUR) in context of cluster theory is analyzed in this science work. The principles of interaction among the structures of theuniversity and innovative companies included in LSIC are considered.Economic transformations in Russia bring around new economic mechanisms in all fields, including higher professional education.Which methods can play the key role in modernization of Russian business and educational system? Which mechanisms areable to create fertile ground to boost competitiveness potential? What are the advantages of these mechanisms facilitatingbusiness and innovations development? This research attempts to answer these as well as many other questions.The majority of leading Russian universities are undertaking purposeful actions for improving their structure and managementsystems in order to meet the needs of the current economic situation in Russia. One of the methods to respond to thesechallenges is consolidation of educational organizations and innovative companies in clusters.Cluster is a group of geographically concentrated interconnected companies and organizations related to them, which aremutually complimentary and specialize in a certain sphere [1].This definition focuses on three basic characteristics of clusters:• Geographic localization.• Interconnection among the companies.• Technological interdependence of different fields.Educational Scientific Innovative Complex (ESIC) of Tomsk state university of control systems and radio-electronics (TUSUR)fully corresponds to these characteristics and definitions, which means that in fact it is a cluster. ESIC is created on the basisof the university in order to develop mutually beneficial partnership and entrepreneurial processes between TUSUR and itsbusiness-environment, to create favorable conditions for innovative activity.ESIC TUSUR includes research institutes, design bureaus, student design bureaus, engineering centers, student businessincubator, science laboratories, innovative companies created by TUSUR alumni. The main feature of ESIC is that every firm hasits “own” structure inside the university (research institute, design department or science lab, creative team within the systemof collective project training or in business incubator, etc.) and provides it with orders, financing, themes for students researchwork and final theses. There is a constant circulation of information about human resources inside ESIC. It means that informationabout a student or an employee spreads immediately within the cluster, which on one side creates awareness about personaland professional qualities of certain people inside the ESIC, and on the other stimulates competitiveness among these people.Hence, ESIC is a net-shaped cluster located in a specific geographic region (Tomsk) where close location of firms allows themto enjoy the benefits of increased communal efficiency and improves the frequency and level of their interaction.Educational process in TUSUR is designed in a special way, whereby a student develops in the innovation filled environment,studies and absorbs the basics of innovative thinking, and therefore gains capability to implement innovative projects in “reallife”. In fact if an innovative project lies in the field of control systems, information technologies and electronics, the order for R&Dwill most likely be given TUSUR, rather other university or research organization.TUSUR creates the conditions and motivates students to start up their own companies, which are oriented towards knowledgebasedbusiness. It should be noted that 115 companies of Tomsk IT-sector are created by TUSUR alumni, which constitutesabout 80% of the market.The other numbers and facts are also quite impressive:• The number of companies and private entrepreneurs in high-tech industry, which are included in ESIC, and possess their ownorganization status in the university – 100 companies and private entrepreneurs.• The total amount of companies created by TUSUR alumni – 176 companies.• The volume of services provided by ESIC companies in 2009 – 15,2 billion rubles, which is about $500 million.• The volume of private business investment in ESIC companies in 2009 – 400,5 million rubles, which is about $14 million.• Capacity of student business-incubator - 3300 m2, 300 work places.• The number of companies which came out from the incubator – 15 companies [3].Madrid, October 20, 21 & 22 - 201079
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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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322.00Amita SahayaJennie Granat Tho
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W-23When Triple Helix UnravelsDenis
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P-041Climate for Innovation: a stud
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P-056"Hands on for a sustainable ch
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MethodologyWe try to identify the t
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O-057Unraveling a large-scale innov
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P-011Inside the Pandora box of the
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O-042Interaction between Universiti
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P-048Government and public policy i
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Contribution and implicationsOur re
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Recombination of three sub-dynamics
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REFERENCES- Audretsch, D. B., B. Bo
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Our analysis shows that the suppose
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7. ReferencesChudnovsky, D., Lopez,
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FindingsOwnership trends reveal thr
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O-141Strategic openness for success
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ReferencesChaminade, C. and Edquist
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Main References:1. Etzkowitz H., Th
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• Findings,In the analysis of the
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O-026Collaborative Innovation in Tr
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Impact and ContributionThis pilot s
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ReferencesAsheim, B., Benneworth, P
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They must work on each of the next
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P-015A discussion on the Triple Hel
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O-125Technology Transfer from Unive
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References:Daghfous, A., Michael, H
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Norwegian processing industry speci
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ReferencesCooke, P. and Morgan, K.
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Facilitating linkagesLester (2003)
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arely oriented explicitly to a part
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Consulting/servicingFaculty consult
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O-047Do foreign authors strengthen
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O-007Technological collaboration an
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O-094Academic entrepreneurship in d
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P-021Complementary or substitution
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O-097Software clusters in Brazil: a
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ST-14Evaluation and dissemination o
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References:- Amin, A. and Roberts,
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P-002Doing gender in Sweden’s inn
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O-054Triple Helix Relations as Cons
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P-006Why are WE not more Attractive
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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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