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Proceedings of the II International Triple Helix Summit

E-BookPDF1 - PDF WatermarkE-Book
391 Seiten
Englisch
Springer International Publishingerschienen am30.11.20191st ed. 2020
This volume gathers the latest advances and innovations in the triple helix of university-industry-government relations, as presented by leading international researchers at the II International Triple Helix Summit 2018, held in Dubai, UAE on November 10-13, 2018, which brought together experts, practitioners and academics across disciplines that address the dynamics of government, industry and academia. It covers analysis, theory, measurements and empirical enquiry in all aspects of university-industry-government interactions, as well as the international bases and dimensions of triple helix relations, their impacts, and social, economic, political, cultural, health and environmental implications. It also examines the role of government/academia/industry in building innovation-based cities and nations, and in transforming nations into knowledge-based sustainable economies. The contributions, which were selected by means of a rigorous international peer-review process, highlight numerous exciting ideas that will spur novel research directions and foster multidisciplinary collaboration among different specialists.mehr
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Produkt

KlappentextThis volume gathers the latest advances and innovations in the triple helix of university-industry-government relations, as presented by leading international researchers at the II International Triple Helix Summit 2018, held in Dubai, UAE on November 10-13, 2018, which brought together experts, practitioners and academics across disciplines that address the dynamics of government, industry and academia. It covers analysis, theory, measurements and empirical enquiry in all aspects of university-industry-government interactions, as well as the international bases and dimensions of triple helix relations, their impacts, and social, economic, political, cultural, health and environmental implications. It also examines the role of government/academia/industry in building innovation-based cities and nations, and in transforming nations into knowledge-based sustainable economies. The contributions, which were selected by means of a rigorous international peer-review process, highlight numerous exciting ideas that will spur novel research directions and foster multidisciplinary collaboration among different specialists.

Inhalt/Kritik

Inhaltsverzeichnis
1;Preface;6
2;Contents;8
3;The Influence of Transformational Leadership Style on Innovation Behaviours: The Case of the Government Sector of the UAE;11
3.1;1 Introduction;12
3.2;2 Literature Review;13
3.2.1;2.1 Transformational Leadership;13
3.2.2;2.2 Innovative Behaviour;14
3.2.3;2.3 Transformational Leadership and Innovation;15
3.3;3 Conceptual Framework;16
3.4;4 Methodology;17
3.4.1;4.1 Design and Sample;17
3.4.2;4.2 Variables and Measures;17
3.5;5 Data Analysis, Main Findings and Interpretation;18
3.6;6 Discussion and Implications;19
3.7;7 Limitations and Future Research;20
3.8;References;20
4;The Role of Mohammed Bin Rashid School of Government in Capacity Building Towards Making Dubai a Leading Innovative City of the Future-Case-Study;23
4.1;1 Introduction;24
4.2;2 Program Learning Outcomes;24
4.3;3 What Does Master of Innovation Management Teaches?;25
4.4;4 Delivery Mode;25
4.5;5 International Field Trips;26
4.6;6 Introducing Design Thinking Lab;26
4.7;7 Careers and Employability;27
4.8;8 Students Feedback;27
4.9;9 Innovation Dissertation Topics (In Progress);29
4.10;10 Student Achievements;29
4.11;11 Conclusion;29
4.12;References;29
5;Entrepreneurial University and Its Engagement in the Triple Helix System: Roadmapping to Leading Innovation on Early Stage: The Technology Transfer Office Whole;30
5.1;1 Introduction;30
5.2;2 Objective;32
5.3;3 Literature Review;33
5.4;4 Methodology;35
5.5;5 Results and Analyze;36
5.6;6 Conclusions;39
5.7;References;40
6;The Role of the  Triple Helix Model in the Development of Emerging Economies;43
6.1;1 Introduction;44
6.2;2 Triple Helix Model;44
6.2.1;2.1 Why Triple Helix Is Pivotal in the Building of Smart, Sustainable Cities: Importance of Steady Partnerships Between Academia, Industry and Government;45
6.3;3 Challenges to Efficient City Planning in Emerging Economies;47
6.3.1;3.1 Case Study: Navi Mumbai, India;48
6.4;4 Need for Innovation;49
6.5;5 Conclusion;50
6.6;References;51
7;Bridging Academic Inventors-TTO Managers Schism: The Lean Canvas for Invention;52
7.1;1 Introduction;53
7.2;2 Knowledge Asymmetries;53
7.3;3 Business Model Canvas;54
7.4;4 Research Methodology;54
7.5;5 Challenges (Cn) and Solutions (Sn);55
7.6;6 Developing a Tool-Lean Canvas for Invention;58
7.7;7 Conclusions;62
7.8;References;63
8;Role of Entrepreneurial Universities, Research Centers and Economic Zones in Driving Entrepreneurship and Innovation in Cluster Ecosystems;66
8.1;1 Introduction;67
8.2;2 Approach and Methodology;70
8.3;3 Results and Inferences;72
8.4;4 Inferences;79
8.5;5 Limitations;80
8.6;6 Conclusions;81
8.7;References;81
9;Evaluating the Success of Companies at University Science Parks: Key Performance and Innovation Indicators;83
9.1;1 Introduction;84
9.2;2 Related Studies;85
9.3;3 Methodology;86
9.3.1;3.1 Mixed Methodology (Qualitative and Quantitative);86
9.3.2;3.2 Quantitative Analysis;87
9.4;4 Results;87
9.5;5 Conclusions;89
9.6;References;97
10;Powering Synergies Between Innovation Policy and Regional Development Frameworks: The Case of Smart Specialisation;99
10.1;1 EU Policies for Research and Innovation;99
10.2;2 The Framework Programme;100
10.2.1;2.1 Treaties and History;100
10.2.2;2.2 The Concept of the FP;101
10.2.3;2.3 Main Actions and Beneficiaries of the FP;102
10.3;3 Support for Research and Innovation in the Context of EU s Cohesion Policy and the Need for Increased Synergies with the Framework Programme;105
10.3.1;3.1 EU s Cohesion Policy as a Power Funder for Research and Innovation;105
10.3.2;3.2 The Advent of Smart Specialisation;106
10.4;4 Smart Specialisation as a Breeding Ground for Synergies: Illustrating Specific Synergy Cases;109
10.5;5 Instead of Conclusions;110
10.6;References;111
11;The Success of Innovation Projects in Public/Government Sector;112
11.1;1 Introduction;112
11.1.1;1.1 Research Problem;113
11.1.2;1.2 Research Questions;113
11.2;2 Literature Review;114
11.2.1;2.1 The Success of Innovative Projects;115
11.2.2;2.2 Project Success Criteria and Factors;115
11.3;3 Conceptual Framework;116
11.4;4 Methodology;119
11.4.1;4.1 Research Process;119
11.4.2;4.2 Questionnaire Design;120
11.5;5 Data Analysis;120
11.5.1;5.1 Destructive Analysis;120
11.6;6 Discussion;121
11.7;7 Conclusions and Recommendations;122
11.8;References;123
12;The Global Innovation Index as a Measure of Triple Helix Engagement;124
12.1;1 Introduction;124
12.2;2 Global Indexing of Innovation-History and Current State of Affairs;126
12.3;3 The OECD Framework;127
12.4;4 The World Bank Framework;129
12.5;5 EU Innovation Union Scoreboard;131
12.6;6 The Global Innovation Index (GII);133
12.7;7 Other International Institutions and Forums;135
12.8;8 Conclusions and Recommendations;135
12.9;References;138
13;Factors Affecting Expert Systems Implementation by UAE Government;140
13.1;1 Introduction;140
13.1.1;1.1 Background;140
13.1.2;1.2 Overview of the Study;141
13.1.3;1.3 Methodology and Research Limitations;142
13.2;2 Concepts Overview;142
13.2.1;2.1 Expert Systems Overview;142
13.3;3 Factors Influencing Expert Systems Implementation;144
13.3.1;3.1 General Factors Associated with Implementing Expert Systems;145
13.3.2;3.2 Specific Factors Associated with Expert Systems Implementation at the Selected Four Sectors;147
13.4;4 Success Factors Associated with Implementing Expert Systems as Part of Implementing Artificial Intelligence Strategy at UAE Level;148
13.5;5 Conclusion and Future Prospects;149
13.6;References;150
14;The Role of Higher Education in the Maturity of Knowledge Commercialization Ecosystem;153
14.1;1 Introduction;153
14.2;2 Theoretical Background;155
14.2.1;2.1 Knowledge Commercialization;155
14.2.2;2.2 Knowledge Commercialization Ecosystem;156
14.3;3 Methods;156
14.3.1;3.1 Methods Research Design, Population, and Sample;156
14.3.2;3.2 Data Collection and Analysis;157
14.4;4 Findings;157
14.4.1;4.1 How Iranian Experts Describe Their Experiences on Higher Education Role Playing in Maturity of Knowledge Commercialization Ecosystem?;158
14.4.2;4.2 Barriers to the Role of Higher Education;158
14.4.3;4.3 Lack of Knowledge of the Market Needs;159
14.4.4;4.4 Getting into the Academic Setting;159
14.4.5;4.5 Wisdom Illusion;159
14.4.6;4.6 Discipline Territory;160
14.4.7;4.7 Not Being Up-to-Date;160
14.4.8;4.8 Lack of Interdisciplinary Collaboration;161
14.4.9;4.9 Uni-Skill of Universities Graduates;161
14.4.10;4.10 Discipline Extinction;161
14.4.11;4.11 Knowledge Commercialization Pioneers;161
14.4.12;4.12 Creating Beliefs;162
14.4.13;4.13 Hard and Soft Skills Training;162
14.4.14;4.14 Business Skills Training;162
14.4.15;4.15 Interdisciplinary Training;163
14.4.16;4.16 Create Loop Communication;163
14.4.17;4.17 The Process of Facilitating the Commercialization of Knowledge;163
14.4.18;4.18 Authenticity to Education;164
14.4.19;4.19 Creating a Commercialization Discourse;164
14.4.20;4.20 Creating Functionality;164
14.4.21;4.21 Best Practices;164
14.5;5 Discussion;165
14.5.1;5.1 Conclusion and Implications for Theory and Practice;165
14.5.2;5.2 Limitations and Future Research;166
14.6;References;166
15;Cross-Border Trade Through Blockchain;169
15.1;1 Introduction;170
15.2;2 Literature Review;170
15.2.1;2.1 Blockchain;170
15.2.2;2.2 Demystifying Blockchain;171
15.3;3 The Promise of Blockchain;172
15.4;4 The Blockchain Impact on the Trade Supply Chain;174
15.4.1;4.1 Consequences of Barriers to Trade;174
15.4.2;4.2 Parties and Information Flow in the Supply Chain;176
15.4.3;4.3 Paperwork Processing;178
15.4.4;4.4 Origin Tracking;179
15.4.5;4.5 Smart Contracts;179
15.5;5 Approach and Challenges;180
15.6;6 Discussion;181
15.7;7 Future Prospects;181
15.8;8 Conclusion;182
15.9;References;182
16;Knowledge Influence on Innovation;184
16.1;1 Introduction;184
16.2;2 Literature Review;186
16.2.1;2.1 The Knowledge Economy;186
16.2.2;2.2 Factors of Innovation;186
16.2.3;2.3 Human Capital Global Competition;187
16.3;3 Methodology;188
16.4;4 The Interview;190
16.4.1;4.1 Interview Protocol;190
16.4.2;4.2 Interview Questions;191
16.5;5 Analysis;192
16.6;6 Discussion;192
16.7;7 Conclusion;194
16.8;References;194
17;Digital Speedway to Future Smart Cities;195
17.1;1 Introduction;195
17.2;2 Literature Review;196
17.3;3 Discussion;202
17.3.1;3.1 Smart Healthcare;203
17.3.2;3.2 Smart Education;204
17.3.3;3.3 Smart Transport;205
17.3.4;3.4 Big Data;205
17.4;4 Conclusion and Future Prospects;207
17.5;References;208
18;Using Fuzzy Expert System for Performance Evaluation and Decision Making in Project-Based Companies;210
18.1;1 Introduction;210
18.1.1;1.1 Research Problem Statement;211
18.1.2;1.2 Aim of the Research;212
18.1.3;1.3 Research Justification;212
18.2;2 Literature Review;213
18.2.1;2.1 Background;213
18.2.2;2.2 Expert Systems;213
18.2.3;2.3 Fuzzy Logic Philosophy;214
18.2.4;2.4 Performance Evaluation;216
18.2.5;2.5 Project Management Performance and Success Criteria;216
18.2.6;2.6 Fuzzy Methods;217
18.3;3 Future Prospects;219
18.3.1;3.1 Methodology;219
18.3.2;3.2 Research Questions;220
18.3.3;3.3 Proposed Fuzzy Logic Framework for Project Management Efficiency Evaluation;220
18.4;4 Discussion and Conclusion;221
18.5;References;222
19;Application of the Triple Helix Model in the Creation and Evolution of Areas of Innovation;224
19.1;1 Introduction;225
19.2;2 Theoretical Foundations;226
19.2.1;2.1 The Triple Helix Model;226
19.2.2;2.2 Urban Development;228
19.2.3;2.3 Clusters of Innovation;231
19.2.4;2.4 The Lifecycle of a New Venture;231
19.3;3 Research Strategy;233
19.3.1;3.1 Research Objectives and Scope;233
19.3.2;3.2 Methodology;235
19.4;4 Discussion;236
19.4.1;4.1 Cities, the Platform of the Knowledge Based Economy;236
19.4.2;4.2 City Revitalization Needs Urban, Economic and Social Transformation;237
19.4.3;4.3 Triple Helix Agents Develop Different Functions in City Transformation;237
19.4.4;4.4 Triple Helix Agents Change the Role in the Lifecycle of an Area of Innovation;238
19.5;5 Concluding Remarks;239
19.5.1;5.1 Conclusions;239
19.5.2;5.2 Limitations and Future Lines;242
19.6;References;242
20;How to Measure Triple Helix Performance? A Fresh Approach;246
20.1;1 Introduction;246
20.2;2 Measuring Triple Helix Performance-A Literature Review;247
20.3;3 Methodology;249
20.3.1;3.1 Creating a Composite Measure;249
20.3.2;3.2 Two-Step Composite I-Distance Method;251
20.3.3;3.3 Triple Helix Performance Model;252
20.4;4 Research Results;252
20.5;5 Discussion-Implications, Limitations, and Future Research;258
20.6;6 Conclusion;258
20.7;References;259
21;Design Thinking Methods to Activate Co-creation Process Among Policymakers, Creative Industries and SMEs;263
21.1;1 Theoretical Background;264
21.1.1;1.1 Design Thinking as a Skill to Activate Condition of Innovation;264
21.1.2;1.2 Co-creation Theories;265
21.1.3;1.3 Co-creation in Design Thinking Approach;266
21.1.4;1.4 The Adoption of Design Thinking for Policymaker;267
21.2;2 The Empirical Research: CO-CREATE Project;267
21.2.1;2.1 The Co-create Process;268
21.2.2;2.2 The Co-create Training Methodology and Toolkit;270
21.3;3 Conclusions;275
21.4;References;276
22;Managing Projects in the Public Sector: From Fragility to Agility and Innovation;278
22.1;1 Introduction;279
22.1.1;1.1 Study Problem Statement;280
22.1.2;1.2 Study Questions;280
22.2;2 Literature Review;280
22.2.1;2.1 Project Management and Innovation;280
22.2.2;2.2 Public Sector Innovation;281
22.2.3;2.3 Innovation Risk Acceptance in the Public Sector;283
22.2.4;2.4 Innovation Champions Management;284
22.2.5;2.5 Study Hypothesis;284
22.3;3 Conceptual Framework;285
22.4;4 Methodology;285
22.4.1;4.1 Measures: Independent and Dependent Variables;288
22.5;5 Data Analysis;288
22.5.1;5.1 Validity Test;289
22.5.2;5.2 Reliability Test;289
22.5.3;5.3 Hypothesis Testing;290
22.6;6 Discussion;291
22.7;7 Conclusions and Recommendations;293
22.8;References;294
23;Clinical Performance Improvement in Diabetes: Adapting a Proven Model in Dubai;297
23.1;1 Strategic Aims;298
23.2;2 Case Overview and Track Record;298
23.3;3 Triple Helix Champions;299
23.4;4 Tangible Impact;299
23.5;5 Intangible Impact;301
23.6;6 Transferability and Lessons Learned in Triple Helix Cooperation;301
23.7;7 Conclusions;302
23.8;References;303
24;The Influence of Soft and Hard Quality Management on Innovation Performance in UAE Service Sector;304
24.1;1 Introduction;305
24.2;2 Literature Review;306
24.2.1;2.1 Service Innovation;306
24.2.2;2.2 Soft QM and Hard QM;307
24.2.3;2.3 The Relationship Between Soft QM, Hard QM, and Innovation Performance;308
24.2.4;2.4 Conceptual Framework;309
24.3;3 Research Methodology;310
24.3.1;3.1 Sampling and Research Techniques;310
24.3.2;3.2 Measures;310
24.3.3;3.3 Data Analysis;311
24.4;4 Findings and Discussion;314
24.5;5 Conclusions and Recommendations;315
24.6;References;316
25;From R&D to Innovation and Economic Growth: An Empirical-Based Analysis from Top Five Most Innovative Countries of the World;319
25.1;1 Introduction;320
25.2;2 Background of the Study;325
25.3;3 Data and Methodology;327
25.4;4 Results and Discussions;328
25.5;5 Results of GMM Dynamic Panel Estimation;330
25.6;6 Conclusion;331
25.7;7 Proposals for Policy Makers;332
25.8;References;333
26;Innovation and Risk Mitigation Measures for the Successful Implementation of Smart Government in Dubai;334
26.1;1 Introduction;335
26.2;2 Theoretical Framework;337
26.3;3 Literature Review;337
26.4;4 Methodology;340
26.4.1;4.1 Qualitative Research;340
26.4.2;4.2 Instruments;341
26.4.3;4.3 Sampling;342
26.4.4;4.4 Analysis;342
26.5;5 Results and Analyses;343
26.5.1;5.1 Innovation and Top Management;343
26.5.2;5.2 Innovation Ecosystem;344
26.5.3;5.3 Risk Management Frameworks;344
26.5.4;5.4 Managing Risk in SMART Government;344
26.5.5;5.5 Risk Management and Innovation Theory;345
26.6;6 Conclusions and Recommendations;345
26.7;References;347
27;Shaping Gateway Cities in GPNs: The São José Dos Campos Science and Technology Park;348
27.1;1 Introduction;349
27.2;2 Theoretical Background;351
27.2.1;2.1 Innovative Environments and Global Production Networks;351
27.2.2;2.2 Innovative Environments and Regional Development;352
27.2.3;2.3 Innovative Environments and the Knowledge Function of Gateway Cities;353
27.2.4;2.4 Science and Technology Parks and a Theoretical Contribution;354
27.3;3 Methodological Design;356
27.4;4 Main Results;358
27.4.1;4.1 PqTec as Sufficient Condition for the Gateway City Characterization;360
27.4.2;4.2 The PqTec Power to Attract International Players to the Gateway City;361
27.4.3;4.3 PqTec Capacitates and Internationalizes National Small and Median-Size Enterprises;362
27.4.4;4.4 PqTec Diversifies Aerospace Technological Applications and Incentivize Economic Complexity;363
27.4.5;4.5 PqTec Opens the Gate to Other Actors and Regions;364
27.5;5 Discussion;364
27.6;6 Final Remarks;366
27.7;References;367
28;What Do We Know About University-Industry Linkages in Africa?;369
28.1;1 Introduction;369
28.2;2 What Can Make University-Industry Linkages Different in Africa?;370
28.3;3 Methodology;372
28.4;4 Findings;372
28.4.1;4.1 What African Literature Revealed;372
28.4.2;4.2 University-Industry Research Collaboration in Africa;380
28.5;5 Discussion;380
28.6;6 Conclusion;382
28.7;References;383mehr

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