Henry Etzkowitz

Bio: Henry Etzkowitz is an academic researcher from Stanford University. The author has contributed to research in topics: Triple helix & Entrepreneurship. The author has an hindex of 60, co-authored 258 publications receiving 31396 citations. Previous affiliations of Henry Etzkowitz include Georgia Institute of Technology & State University of New York System.

The dynamics of innovation: from National Systems and

Abstract: Abstract The Triple Helix of university–industry–government relations is compared with alternative models for explaining the current research system in its social contexts. Communications and negotiations between institutional partners generate an overlay that increasingly reorganizes the underlying arrangements. The institutional layer can be considered as the retention mechanism of a developing system. For example, the national organization of the system of innovation has historically been important in determining competition. Reorganizations across industrial sectors and nation states, however, are induced by new technologies (biotechnology, ICT). The consequent transformations can be analyzed in terms of (neo-)evolutionary mechanisms. University research may function increasingly as a locus in the “laboratory” of such knowledge-intensive network transitions.

Innovation in Innovation: The Triple Helix of University-Industry-Government Relations:

Abstract: Innovation is increasingly based upon a “Triple Helix” of university-industry-government interactions. The increased importance of knowledge and the role of the university in incubation of technology-based firms has given it a more prominent place in the institutional firmament. The entrepreneurial university takes a proactive stance in putting knowledge to use and in broadening the input into the creation of academic knowledge. Thus it operates according to an interactive rather than a linear model of innovation. As firms raise their technological level, they move closer to an academic model, engaging in higher levels of training and in sharing of knowledge. Government acts as a public entrepreneur and venture capitalist in addition to its traditional regulatory role in setting the rules of the game. Moving beyond product development, innovation then becomes an endogenous process of “taking the role of the other”, encouraging hybridization among the institutional spheres.

The archaeology of knowledge

Abstract: We may not be able to make you love reading, but archaeology of knowledge will lead you to love reading starting from now. Book is the window to open the new world. The world that you want is in the better stage and level. World will always guide you to even the prestige stage of the life. You know, this is some of how reading will give you the kindness. In this case, more books you read more knowledge you know, but it can mean also the bore is full.

The dynamics of innovation: from National Systems and

Abstract: Abstract The Triple Helix of university–industry–government relations is compared with alternative models for explaining the current research system in its social contexts. Communications and negotiations between institutional partners generate an overlay that increasingly reorganizes the underlying arrangements. The institutional layer can be considered as the retention mechanism of a developing system. For example, the national organization of the system of innovation has historically been important in determining competition. Reorganizations across industrial sectors and nation states, however, are induced by new technologies (biotechnology, ICT). The consequent transformations can be analyzed in terms of (neo-)evolutionary mechanisms. University research may function increasingly as a locus in the “laboratory” of such knowledge-intensive network transitions.

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.