01818nas a2200205   4500008004100000022001400041245005400055210004800109260004200157300001000199490000600209520127100215653001701486653001501503653001501518653001401533653001701547100001801564856003001582       2019                        eng d  a1927-032100aDesign Rules for ‘Triple Helix’ Organizations0 aDesign Rules for Triple Helix Organizations  aOttawabTalent First Networkc11/2019  a54-630 v93 aThe image of the triple helix with three forces spiraling around each other has proven to be a powerful and inspiring image of the collaboration between government, business, and academia. The partners in such collaborative arrangements no doubt share an interest in making the collaboration successful. However, they also have specific interests and goals of their own. Too many triple helix arrangements have failed, because they did not consider this basic fact. Achieving their own goals is not necessarily the intention with which partners enter the collaborative effort, but they may well end up following this strategy. We start this paper with a brief description of what can be considered a typical case of &lsquo;successful failure&rsquo; in a triple helix organization. We then review the literature regarding reasons for success or failure of triple helix organizations. We find that transparency and credible sanctions for self-interested behaviour are important requirements for successful triple helix arrangements. We then use notions from cybernetics and organizational design to develop basic rules for the design of triple helix arrangements. Basically, these rules and arrangements aim to ensure that self-interest and common purpose will concur.10adesign rules10aleadership10amotivation10asanctions10atriple helix1 aDankbaar, Ben  utimreview.ca/article/128301582nas a2200241   4500008004100000022001400041245006000055210005900115260004200174300001000216490000600226520088600232653002101118653002501139653001501164653001801179653002801197653002201225653001901247100002001266700001801286856003601304       2014                        eng d  a1927-032100aDoes Social Innovation Require Social Entrepreneurship?0 aDoes Social Innovation Require Social Entrepreneurship  aOttawabTalent First Networkc12/2014  a17-260 v43 aSocial innovation is now considered an important element in the search for solutions to pressing social problems. Inspired by Schumpeter’s conceptualization of innovation, "social" entrepreneurship is thought to contribute to "social" innovation in more or less the same way that "normal" entrepreneurship consists of the introduction of "normal" innovations. In the literature as well as in practice, the definition of concepts such as social innovation and social entrepreneurship has led to considerable confusion. We aim to bring clarity to the debate, arguing that every entrepreneurial action results in some measure of intended or unintended social innovation, regardless of whether the entrepreneurs in question are considered or consider themselves "social" or not. We test our insights in an investigation of 20 social enterprises that have a commercial business model.10aentrepreneurship10ainstitutional change10aSchumpeter10asocial change10asocial entrepreneurship10asocial innovation10asustainability1 aGroot, Asceline1 aDankbaar, Ben  uhttp://timreview.ca/article/854