Dirk Meissner

TL;DR: The empirical research was conducted on 175 small to medium enterprises in the United Kingdom, suggesting that the knowledge-driven approach is the strongest determinant, leading to a preference for informal inbound OI modes.

TL;DR: In this paper, the authors explore and profile the nature and dynamics of the Quadruple/Quintuple Helix Innovation System Model or Framework (government, university, industry, civil society, environment) as an enabler and enactor of regional co-opetitive entrepreneurial ecosystems which they conceptualize as fractal, multi-level, multimodal, mult-nodal and multi-lateral configurations of dynamic tangible and intangible assets within the resource-based view and the new theory of the growth of the firm.

TL;DR: In this article, the authors found that company innovation culture comes in five main forms: closed innovation (driven by internal capabilities); doing, using, interacting (ad hoc processes, no link to knowledge providers); outsourcing innovation capabilities; extramural innovation, no matching internal culture/procedures and proactive innovation (match of internal and external openness).

TL;DR: In this paper, an approach of combining Foresight and integrated roadmapping for corporate innovation management is presented. And the authors apply the suggested approach through case studies of major Russian companies in the oil & gas, energy, and aviation sectors.

TL;DR: In this article, the authors examine how the organizing practices of industry, university and government facilitate or impede the transition to a hybrid triple helix model of innovation, focusing on the everyday situated practices of institutional agents, their interactions, and collaborative relationships.