“…In summary, the mandate from government (1) informs and strengthens the Organization’s approach to innovative practice, (2) supports a strong managerial, interventionist approach and (3) is an important structural support, giving the Team legitimacy with colleagues. As another recent study suggests, management prioritization and strategic direction towards innovation play important roles in shaping and supporting decisions to adopt and/or generate innovation (Al-Ansari, Xu, & Pervan, 2014). Trust is also promoted through managerial intervention, notably through the structural links between the Team and both the Panel and the Consultant, which supports credibility.Figure 1Elements of innovation practice…”
Previous research suggests that innovation is heavily informed by strategic management theories and that there is little engagement with practice-based approaches. A case study of a public sector organization identified as doing something innovative is presented. Four main themes emerged. Two themes, the ‘importance of a mandate’ and the ‘development of trust’, had their foundations in traditional management practices. The others, ‘capacity to challenge the norms’ and ‘boundary spanning’, emerged from practice. It is suggested that a managerial approach that developed a supportive setting for innovation enabled the development of practices whereby innovation was effectively recognized, nurtured and sustained.
“…In summary, the mandate from government (1) informs and strengthens the Organization’s approach to innovative practice, (2) supports a strong managerial, interventionist approach and (3) is an important structural support, giving the Team legitimacy with colleagues. As another recent study suggests, management prioritization and strategic direction towards innovation play important roles in shaping and supporting decisions to adopt and/or generate innovation (Al-Ansari, Xu, & Pervan, 2014). Trust is also promoted through managerial intervention, notably through the structural links between the Team and both the Panel and the Consultant, which supports credibility.Figure 1Elements of innovation practice…”
Previous research suggests that innovation is heavily informed by strategic management theories and that there is little engagement with practice-based approaches. A case study of a public sector organization identified as doing something innovative is presented. Four main themes emerged. Two themes, the ‘importance of a mandate’ and the ‘development of trust’, had their foundations in traditional management practices. The others, ‘capacity to challenge the norms’ and ‘boundary spanning’, emerged from practice. It is suggested that a managerial approach that developed a supportive setting for innovation enabled the development of practices whereby innovation was effectively recognized, nurtured and sustained.
“…Measurement of the Environment Industry Helix is based on the Industry Helix mandate in the TH model to transform the innovative knowledge generated by the Academia Helix into tangible products and processors and give rise to economic value (Dutta and Hora, 2017; Wen et al , 2021). To do so, Industry requires the capacity for knowledge absorption, competitiveness to innovate and take risk associated with new technology (Carnabuci and Operti, 2013; Al-Ansari, 2014). The measures used for the construct Industry Helix test the level of agreement by patent holders for the industry mandate.…”
Purpose
This study aims to contribute to the understanding of the innovation environment of a developing nation through the Triple Helix model, revealing the existing inter-relationships between the three Helixes of Academia–Industry–Government. It sets out to find out the relationship and impact of the three Helixes on the most crucial stage of the innovation process: the commercialisation of patents, and to ascertain if there is a varying impact determined by patent ownership.
Design/methodology/approach
This cross-sectional study uses the survey method based on the views expressed by 220 Sri Lankan registered patent holders and categorised by organisational and individual ownership. The sample is drawn from the database of the National Intellectual Property Office of Sri Lanka and patents registered through the Patent Cooperation Treaty, extracted from the World Intellectual Property Organisation Patent Scope database. The survey was carried out in 2019 and limited to patents registered during the period 2010–2014.
Findings
The empirical findings indicate weak inter-relationship between Academia support, Industry support and patent commercial success, while the support of the Government Helix is non-significant in the commercial stage. The findings also indicate two different support standards existing in each Helix for the two ownership groups.
Research limitations/implications
The study is limited to a five-year window in a relatively early period in the country’s innovation policy development. The study model is also limited by the non-inclusion of mediators such as government-backed affiliated agencies and academia technical transfer offices which if incorporated would improve the study model and be more reflective of the actual environment and their role as change agents bridging the transition to a hybrid Triple Helix.
Practical implications
The study findings capture the inter-relationships of the Triple Helix existing in a developing country at the most crucial stage of the innovation process. It helps policymakers identify the gaps in each Helix that stands wanting and take measures to rectify them by creating a more favourable National Innovation System. An innovative environment that will facilitate patent holders achieve higher technological transfers and commercial success rates.
Social implications
The findings disclosure of two different support standards existing in each Helix for the two patent ownership groups poses a challenge for policymakers and challenges the core objective of increasing the commercial success of patents granted. The findings strengthen the need for a more robust support system to be put in place that would empower and facilitate the individual patent owner to increase the share of economic value arising from this underutilised patent group.
Originality/value
This study contributes by furthering the Triple Helix model in a social context and micro-setting by operationalising the theoretical practices. The study also gives insight into each Helix’s interaction and contribution during the most crucial stage of innovation management in a developing economy and its impact on the two categories of patent ownership which is scarce.
“…Hence, it is important to understand organisational culture to see how it influences an SME's innovation behaviour and their anticipated outcomes. It has previously been identified as important within large firms (Tushman and O'Reilly, 1997;Kenny and Reedy, 2006;Stock and Schnarr, 2015), although not necessarily as significant for SMEs engaged in innovation (Al Ansari et al, 2014).…”
Section: Organisational Culturementioning
confidence: 99%
“…Ideally these resources, or at least how they are bundled, should be rare, valuable and imperfectly imitable tangible and intangible resources (Mitchell and Zmud, 1999). SMEs can enhance their innovation outcomes through the acquisition of new technologies, particularly through alliances and cooperation (Al Ansari et al, 2014). The ability of SME managers to use their personal networks to identify and secure access to resources, in particular knowledge is also an important aspect of managing inputs (Sedighadeli and Kachouie, 2013).…”
The study investigates the relationship between organisational factors and the anticipated returns to the commercialisation of an innovation within small to medium enterprises (SMEs). Using a large multi-country sample, the analysis involved a structural equation model of seven organisational factors associated with the management of innovation, and their relationship with the anticipated volume of sales, profitability and lifecycle of the innovation. Significant relationships were found between the possession of an innovation strategy and formal commercialisation management, and optimism over sales volumes and lifecycle. The study provides new insights into the resource-based view and theory of entrepreneurial rents, strengthening SME owner-managers' assessment on future investments in innovation and how to utilise their best capabilities. Policy makers also gain more insights into the commercialisation process within SMEs to foster the innovation orientation in both high and low tech sectors.
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