How can university–industry–government interactions change the innovation scenario in Portugal?—the case of the University of Coimbra

Marques, João Paulo Coelho; Caraça, João; Diz, Henrique

doi:10.1016/j.technovation.2005.04.005

Cited by 98 publications

(52 citation statements)

References 6 publications

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“…With the arrival of the knowledge-based economy, in which universities tend to play a vital part, and the growing importance of the innovation system, research on NIS began to focus on relationships between industry, academia and government. Etzkowitz and Leydesdorff (1995;1997;2000) have proposed the triple helix model to show the existence of a spiral pattern of relations and links between the three institutional agents: university, industry and government (Marques, 2006). Different national contexts provide various opportunities to establish the processes of interactive learning (Lundvall et al, 2002).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A framework for assessing the performance of universities: The case of Cyprus

Kapetaniou

Lee

2017

Technological Forecasting and Social Change

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Abstract. The teaching and research missions of universities have been broadened to include third-mission activities. While the traditional missions of teaching and research have been thoroughly examined, third-mission activities are yet to be fully understood. A one-size-fits-all model of university assessment cannot be applied to all countries. Each university operates within a national and institutional context, which defines its role and performance. This paper adopts a refined version of the triple helix model to support the argument that business, government and university contexts determine the performance of the third role of universities. Evaluation of the performance of universities should be based on the overall experience and expectations of a variety of agents operating within academia, business and government. The results of this research indicate that the government should play a constructive role in creating operating conditions and institutional structures to improve the performance of universities in small economies.

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Section: Theoretical Backgroundmentioning

confidence: 99%

A framework for assessing the performance of universities: The case of Cyprus

Kapetaniou

Lee

2017

Technological Forecasting and Social Change

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“…There are various types of technology providers such as other firms or research organisations, and each type of technology provider possesses different knowledge and technologies in terms of their characteristics and contents. For example, universities and research institutes have an advantage in basic research and technologies while most firms possess commercially ready technologies (Marques, Caraça, and Diz 2006). Therefore, if a firm adopts external technologies from various types of technology providers, the firm can greatly enrich its internal knowledge and technology base.…”

Section: Breadth Of External Technology Acquisitionmentioning

confidence: 99%

“…Research organisations such as research institutes and universities allow easy access to basic technologies and scientific knowledge (Marques et al 2006). Firms in knowledge-intensive technology sectors, which are eager to acquire new technologies, were found to more frequently build partnerships with research organisations (Hanel and St-Pierre 2006).…”

Section: Independent Variablesmentioning

confidence: 99%

External technology acquisition: a double-edged sword

Kang

2015

Asian Journal of Technology Innovation

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Firms are known to actively utilise external technology acquisition to update and extend their technological knowledge base. Although external technology acquisition has various advantages, it should be considered as a double-edged sword as it also has some inherent negative aspects. This study examines the role of external technology acquisition to investigate whether external technology acquisition is complementary or substitutive to internal R&D activities in creating innovation. The results show that external technology acquisition has an inverted U-shaped relationship with subsequent technology innovation performance, and that is not complementary to internal R&D activities. We thus confirm that external technology acquisition has to be seen as a double-edged sword and that managers need to be aware of the potentially negative effects of strong diversity of the firm's external technology acquisition sources on internal R&D and subsequent innovation performance.

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“…The nature of the dominant industry (Leydesdorff, Fritsch, 2006) plays a significant role, but the university government industry importance of the university is also visible (Marques, Caraça, Diz, 2006) and, in particular, academic entrepreneurship (Lawton Smith, Ho 2006, Tijssen, 2006). Case studies related to undertakings implemented in this type of network confirm that this model also provides opportunities for promoting innovation and building partnerships (Johnson, 2008).…”

Section: Fig 1 Triple Helix Modelmentioning

confidence: 97%

The Relationships in the Process of Knowledge Transfer According to the Triple Helix Model

Kurowska‐Pysz¹,

Walanci²

2017

Eur. j. econ. bus. stud.

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One of the most important challenges facing modern scientific entities is network cooperation with other organizations and a dialogue facilitating their access to information and knowledge. The essence of this relationship is well illustrated by the Triple Helix Model, which refers to network cooperation in the process of creating knowledge between the academic sector, industry and government. The aim of the study is to analyse and evaluate the relationships in the process of knowledge transfer between the academic sector and other entities working for knowledge-based economy according to the Triple Helix Model. To achieve the purpose of the work, the author used desk research and empirical research. The empirical part of the paper is a case study describing the project called V4mula, as well as conclusions from the realized qualitative research (diagnostic survey method). Project V4mula was mplemented in the network of four partners operating in the Visegrad Group.

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How can university–industry–government interactions change the innovation scenario in Portugal?—the case of the University of Coimbra

Cited by 98 publications

References 6 publications

A framework for assessing the performance of universities: The case of Cyprus

A framework for assessing the performance of universities: The case of Cyprus

External technology acquisition: a double-edged sword

The Relationships in the Process of Knowledge Transfer According to the Triple Helix Model

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