Can processes make relationships work? The Triple Helix between structure and action

Citation

Grant K, Meyer M & Kuusisto J (2014) Can processes make relationships work? The Triple Helix between structure and action. Prometheus, 32 (4), pp. 351-368. https://doi.org/10.1080/08109028.2015.1110425

Abstract
This contribution seeks to explore how complex adaptive theory can be applied at the conceptual level to unpack Triple Helix models. We use two cases to examine this issue – the Finnish Strategic Centres for Science, Technology & Innovation (SHOKs) and the Canadian Business-led Networks of Centres of Excellence (BL-NCE). Both types of centres are organisational structures that aspire to be business-led, with a considerable portion of their activities driven by (industrial) users’ interests and requirements. Reflecting on the centres’ activities along three dimensions – knowledge generation, consensus building and innovation – we contend that conceptualising the Triple Helix from a process perspective will improve the dialogue between stakeholders and shareholders. © 2015 Taylor & Francis.

Journal
Prometheus: Volume 32, Issue 4

People

Professor Kevin Grant

Dean of Stirling Management School