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• W1589402373 abstract "The focus of this study is on interaction between local public administration, businesses and universities in a Triple Helix. The paper presents experiences from an independent research organization set up to further regional development, where doctoral students worked with a local community. The paper also draws on experience from other similar independent research units in Sweden. It is suggested that a major reason for the lack of rapport between the parties is that researchers and entrepreneurs tend to stress different parts of the research process. While orthodox science emphasizes verification, entrepreneurs are more interested in theoretically informed creativity and innovation, especially when they gain from saving time. They see uncertainty and risk management as unavoidable components of doing business, and often mistrust scientific proofs and abstract modelling. Key words: regional development, Triple Helix, interactive research, innovation systems, organization of PhD studies, Mode 2 Background The Independent Research Unit (IRU) is a new arrangement for regional interactive research, to support the capitalisation of knowledge for the benefit of the community. Many PhD students appreciate a more interactive and socially-dynamic setting for their studies, and it is suggested that an IRU can offer an important alternative to campus-based studies, as well as an option for academic institutions that want to increase their potential as entrepreneurial and RD Etzkowitz 2003; Viale/Rosseli undated), to regional innovation systems (Johnson/Edquist/Lundvall 2003), interactive research (Aagard Nielsen/Svensson 2006) and Mode-2 research (Nowotny et al. 2001). It is suggested that the discussion over interactive research can bear on several problems which have surfaced in FON and IRUs in general, in relation to research strategy, interaction and the development of new learning capabilities among SMEs or a local community. Compared to several other analyses of the Triple Helix framework, this article puts more stress on the epistemology of innovations as well as research strategies, which need to reflect the different roles of the parties in the tripartite structure. Government, business and academia all have numerous interests in research, some of which might conflict. The case Four small municipalities (in all 40 000 inhabitants), situated above the Arctic Circle, formed FON as part of a strategy to combat a depressed economic situation and meet the new challenges posed by the knowledge-based economy for peripheral communities. They settled on an IRU as it promised the best synergies for the different purposes of the parties concerned. Some were highly instrumental - expecting R&D findings that would lead XX to straight tonew businesses, others were more indirectly so - hoping the presence of researchers would invigorate old discussions. Some wanted to develop tourism, while others wanted to commercialize the regions' natural resources more effectively. An IRU was eventually selected because it was perceived as a relevant, flexible and, at the time, new concept that was worth testing2. Following several similar projects, it is now becoming possible to gather experience of these organisations. …" @default.
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• W1589402373 date "2007-12-31" @default.
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• W1589402373 title "Improving Learning Capabilities: A Case Study of an Independent Research Unit in Interaction with the Local Community" @default.
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