http://www.oni.uerj.br/media/downloads/1-s2.0-S0048733399000554-main.pdf

The dynamics of innovation: from national systems and "Mode" 2 to a triple helix of university-industry-government relations.

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 archaeology of knowledge

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 dynamics of innovation: from National Systems and

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.

The knowledge-creating company

http://seg.fsu.edu/Library/From%20sectoral%20systems%20of%20innovation%20to%20socio-technical%20systems,%20Insights.pdf

From sectoral systems of innovation to socio-technical systems: Insights about dynamics and change from sociology and institutional theory

The concept of ‘path dependency’ is transferred from the analysis of competing technologies to alternative S&T policies. This analysis was developed in the context of Rio de Janeiro, which is the confluence of two historical and economic trajectories. These differences and their effects on S&T policy led to the formulation of an analysis of competing path dependencies and the way synthesis emerges. This process is especially clear-cut in Rio since the opposing elements represent socio-political path dependencies that gained increasing weight over time. Copyright , Beech Tree Publishing.

When path dependencies collide: the evolution of innovation policy in the State of Rio de Janeiro, Brazil

El auge de la universidad emprendedora

To Advance Knowledge: The Growth of American Research Universities, 1900–1940

There has been debate over whether a teaching university can be an entrepreneurial university (Clark, 1998). In a traditional conception of academic entrepreneurship focused on achieving commercial profit, a research base may be a pre-requisite to creating spin-offs. However, if we expand entrepreneurship into a broader conception to map its different forms such as commercial, social, cultural and civic entrepreneurship, it is clear that the answer is positive. In this study, we focus on the Oregon Shakespeare Festival (OSF), which has transformed a small town based on resource extraction, a market center and a rail-hub into a theatre arts and cultural cluster. The convergence of entrepreneurship, triple helix model, cluster and regional innovation theories, exemplified by the Ashland case, has provided a model as instructive as Silicon Valley, to seekers of a general theory and practice of regional innovation and entrepreneurship. The role of Southern Oregon University (SOU) in the inception of a cultural cluster gives rise to a model for education-focused universities to play a significant role in local economic development through civic entrepreneurship.

Can a teaching university be an entrepreneurial university? Civic entrepreneurship and the formation of a cultural cluster in Ashland, Oregon

In post-socialist countries there is a mismatch between highly developed S&T human resources and lagging industrial restructuring. The lack of incentives and assistance, which discourage many more people from applying their research skills to industry, is the greatest blockage to these countries making the most of their human capital advantage. Political and economic reform, by themselves, do not necessarily point the way to a useful innovation strategy for the post-socialist countries. A high level of human resources directed toward the leading edges of technological and economic advance, such as in software and the Internet, point the way to such a strategy. Copyright , Beech Tree Publishing.

Henry Etzkowitz

Papers

When path dependencies collide: the evolution of innovation policy in the State of Rio de Janeiro, Brazil

El auge de la universidad emprendedora

To Advance Knowledge: The Growth of American Research Universities, 1900–1940

Can a teaching university be an entrepreneurial university? Civic entrepreneurship and the formation of a cultural cluster in Ashland, Oregon

S&T human resources: The comparative advantage of the post-socialist countries