The Barriers and Enablers in "Operationalising" the Triple Helix Model for Innovation

  • Azley Abd Razak

    Student thesis: Doctoral Thesis


    The Triple Helix model, which emphasises collaboration between academia, industry, and government, has gained significant attention as a framework for fostering innovation and economic development. This model has proven instrumental in assisting countries worldwide in formulating and implementing effective science, technology, and innovation policies. However, studies have identified challenges and barriers in effectively “operationalising” this model.

    This empirical study draws insights from six articles that collectively explore the barriers and enablers in operationalising the Triple Helix model. Through a critical examination of these factors, this study sheds light on the elements that either hinder or facilitate the successful operationalisation of the Triple Helix model of innovation. It underscores the necessity for a more dynamic and proactive approach within the model to overcome these barriers and effectively leverage the enablers. Additionally, the study argues for the inclusion of universities as feedback agents, recognising their unique role in knowledge generation, research, and expertise. By incorporating universities as feedback agents, the Triple Helix model can benefit from continuous learning, collaboration, and iterative improvement, thereby addressing barriers and enhancing the enablers in operationalising the Triple Helix model of innovation.

    This study’s collective findings highlight the crucial importance of tackling obstacles and capitalising on facilitators in “operationalising” the Triple Helix model of innovation. With an overarching theme of findings on the lack of other institutional actor’s perspective and inability to fulfil their requirements’, this study acknowledges the Triple Helix model as a powerful tool for promoting innovation, economic development, and societal progress. It underscores the potential for meaningful partnerships between academic institutions, businesses, and governmental bodies to drive positive change and progress.

    In summary, this research proposes a transformation of the Triple Helix model by incorporating universities as feedback agents in a dynamic learning system. This approach enables the model to adapt, evolve, and respond effectively to emerging barriers while capitalising on the enablers. By embracing this augmented model, countries can foster innovation, promote economic growth, and achieve societal progress through enhanced collaboration among universities, industry, and government.
    Date of Award2024
    Original languageEnglish
    SupervisorSimon Thomas (Supervisor) & Md Palash Kamruzzaman (Supervisor)

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