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The Role of Boundary Organizations in Maintaining Separation in the Triple Helix

In: The Capitalization of Knowledge

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  • Sally Davenport
  • Shirley Leitch

Abstract

This ground-breaking new volume evaluates the capacity of the triple helix model to represent the recent evolution of local and national systems of innovation. It analyses both the success of the triple helix as a descriptive and empirical model within internationally competitive technology regions as well as its potential as a prescriptive hypothesis for regional or national systems that wish to expand their innovation processes and industrial development. In addition, it examines the legal, economic, administrative, political and cognitive dimensions employed to configure and study, in practical terms, the series of phenomena contained in the triple helix category.

Suggested Citation

  • Sally Davenport & Shirley Leitch, 2010. "The Role of Boundary Organizations in Maintaining Separation in the Triple Helix," Chapters, in: Riccardo Viale & Henry Etzkowitz (ed.), The Capitalization of Knowledge, chapter 9, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:13300_9
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    References listed on IDEAS

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    1. Leydesdorff, Loet, 2000. "The triple helix: an evolutionary model of innovations," Research Policy, Elsevier, vol. 29(2), pages 243-255, February.
    2. Sally Davenport & Shirley Leitch, 2005. "Agoras, ancient and modern, and a framework for science-society debate," Science and Public Policy, Oxford University Press, vol. 32(2), pages 137-153, April.
    3. Tor Hernes, 2003. "Enabling and Constraining Properties of Organizational Boundaries," Palgrave Macmillan Books, in: Neil Paulsen & Tor Hernes (ed.), Managing Boundaries in Organizations: Multiple Perspectives, chapter 2, pages 35-54, Palgrave Macmillan.
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