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/128301222nas a2200445   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002800188653002600216653001800242653001800260653001300278653001700291653001900308653003100327653003100358653002100389653003100410653001400441653001500455653003500470653001500505653002600520653001400546653001500560653002200575653002000597653001400617653000900631653001300640653001700653653003500670100001800705700002300723856003000746       2019                        eng d  a1927-032100aEditorial: Insights (November 2019)0 aEditorial Insights November 2019  aOttawabTalent First Networkc11/2019  a3-40 v910aartificial intelligence10acompetitive advantage10acybersecurity10adeep learning10aDeepfake10adesign rules10adigitalization10aentrepreneurial ecosystems10aentrepreneurial university10aentrepreneurship10aentrepreneurship education10afake news10ainnovation10ainternational entrepreneurship10aleadership10aLearning Capabilities10amarketing10amotivation10anew venture teams10aquadruple helix10asanctions10aSMEs10ateamwork10atriple helix10auniversity business incubation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/1278