<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Ben Dankbaar</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Design Rules for ‘Triple Helix’ Organizations</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">design rules</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">motivation</style></keyword><keyword><style  face="normal" font="default" size="100%">sanctions</style></keyword><keyword><style  face="normal" font="default" size="100%">triple helix</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1283</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">54-63</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The 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 &amp;lsquo;successful failure&amp;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.</style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">&lt;p&gt;Radboud University Nijmegen&lt;/p&gt;&lt;div&gt;Ben Dankbaar is emeritus professor of innovation management and organization design, Nijmegen School of Management, Radboud University Nijmegen, The Netherlands. He also held a chair on management and technology at the Science Faculty of the same university. Before coming to Nijmegen, he worked as an assistant professor at the University of Amsterdam and as a researcher at the Berlin Social Science Center (Germany) and the Maastricht Economic Research Center on Innovation and Technology (MERIT) in Maastricht, The Netherlands. Ben has been guest professor at Hitotsubashi University in Tokyo and guest researcher at Macquarie University in Sidney and the Max Planck Institute for Social Studies in Cologne. He has published widely on technology and work organization, organization design, innovation management, innovation policy, industrial policy and sustainability. He has a special interest in the automobile industry, which he has been following for over 35 years.&lt;/div&gt;&lt;p&gt;&amp;nbsp;&lt;/p&gt;</style></custom1><section><style face="normal" font="default" size="100%">54</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Asceline Groot</style></author><author><style face="normal" font="default" size="100%">Ben Dankbaar</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Does Social Innovation Require Social Entrepreneurship?</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">institutional change</style></keyword><keyword><style  face="normal" font="default" size="100%">Schumpeter</style></keyword><keyword><style  face="normal" font="default" size="100%">social change</style></keyword><keyword><style  face="normal" font="default" size="100%">social entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">social innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">12/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/854</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">17-26</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Social innovation is now considered an important element in the search for solutions to pressing social problems. Inspired by Schumpeter’s conceptualization of innovation, &quot;social&quot; entrepreneurship is thought to contribute to &quot;social&quot; innovation in more or less the same way that &quot;normal&quot; entrepreneurship consists of the introduction of &quot;normal&quot; 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 &quot;social&quot; or not. We test our insights in an investigation of 20 social enterprises that have a commercial business model.</style></abstract><issue><style face="normal" font="default" size="100%">12</style></issue><custom1><style face="normal" font="default" size="100%">ASN Bank
Asceline Groot is Senior Communications Officer at ASN Bank, a Dutch consumer bank that focuses on sustainable investments. She is responsible for the online community of ASN Bank &quot;Voor de Wereld van Morgen| (For the World of Tomorrow). She is also a part-time PhD candidate at the Institute of Management Research of the Radboud University Nijmegen, The Netherlands. Her research is concerned with the effects of social entrepreneurs on society. She is the author of the books &lt;em&gt;Het Nieuwe Groen&lt;/em&gt; (The New Green) and &lt;em&gt;Dromen voor Altijd&lt;/em&gt; (Dreams for Ever).</style></custom1><custom2><style face="normal" font="default" size="100%">Radboud University Nijmegen
Ben Dankbaar is Emeritus Professor of Innovation Management at Radboud University Nijmegen, The Netherlands. He is currently a part-time professor at the Automotive Institute of the HAN University of Applied Sciences in Nijmegen, The Netherlands, and he is partner in InnoTeP (Innovation in Theory and Practice). He studied social sciences and economics at the University of Amsterdam and has a PhD in Economics from the University of Maastricht in The Netherlands. Ben Dankbaar has published widely on issues of technical change, work organization, innovation management, and industrial policy. He is also an expert on developments in the automobile industry.</style></custom2></record></records></xml>