As universities around the world are under pressure to produce commercial outputs of their research results, it is surprising how a few studies have been conducted about intermediary organizations and their role in this matter. The intermediaries' basic roles to diminish market and system failures in innovation processes are targeted to respond to the challenges that may emerge in innovation processes, in general, especially in the commercialization of academic research. In this article, we analyse the roles of, and needs for, different kinds of intermediary organizations in two Finnish technology agglomerations from the perspective of the commercialization of new knowledge. We use the Triple Helix concept as a theoretical starting point for our empirical analysis. As many challenges in Triple Helix linkages prove that policy interventions to support the activities of intermediary organizations are justified up to certain point. However, the role of these "go-between" actors may also be irrelevant if networks between university -firm-government helices function well. In addition, many of the challenges in the commercialization of new knowledge originated from the failures of policy implementation concerning the public or semi-public intermediaries.

National innovation systems and policies are confronted by many interrelated factors, including large socio-economic structural problems, globalisation, pressure to provide public research funding and changes in research communities driven by the Mode 2 paradigm. These changes challenge sectoral public research organisations (PROs). The role of universities and other policy organisations in innovation policy has been studied at length but there has been little investigation of PROs, despite their significance in developed and developing economies. This article fills this gap by exploring PROs in Finland, an open, industrialised and export-dependent economy. It draws several conclusions about the current state and future prospects of PROs in Finland. PROs are in transition in terms of their organisational, managerial and funding structures and their role in the internationalising national innovation system. Their rationale, legitimacy and strategies are also changing due to national innovation driven missions and internationalisation strategies. All PROs in Finland now engage in international cooperation. However, despite increasing funding from international sources and the globalisation of many aspects, PROs are still national organisations subject to national policies and governed by national bodies. Finnish PROs need to redefine their strategies at the international and European levels without forgetting their national role.