The open collaborative innovation model based on a triple helix proposes a way by which collaborative processes and innovation networks create value. It contains seven components: (1) innovation challenges, (2) internal-external knowledge, (3) paradigm change, (4) leadership, (5) interinstitutional and transdisciplinary teams, (6) communication, and (7) creative solutions; and six principles: (1) identity, (2) agreements,(3) flexibility, (4) commitment, (5) recognition, and (6) trust. This research emphasizes on the importance of Component 5 for programs of open collaborative innovation, since the joint work among the academy, the government, and the industry to create a triple helix consolidates systems of regional innovation that are necessary to improve national competitiveness and productivity.

This chapter is based on a work of approximately twelve years implementing the MMOM (Model of Modernization for Organizational Management) in about 310 Small and Medium Enterprises (SMEs). In this way we wanted to analyze which of sixteen components better explain the behavior of innovation management and knowledge. This is in order to present to the entrepreneurs of this type of companies and to the academics, that a series of activities in which to concentrate to develop this component. A multivariate analysis was carried out, specifying a dependent variable in the innovation and knowledge component. The remaining fifteen elements act as independent variables, in such a way that this statistical model yielded the predictive mathematical equation. This equation showed that showed those factors that work preferentially in order to develop innovative SMEs.

Between 2017 and 2020, the RISE model (Route for Innovative and Sustainable Enterprises) has been applied in 86 Colombian organizations of different sizes and belonging to different economic sectors. That model allows any organization's upper management to make a thorough assessment of the company by means of analyzing nine (9) organizational factors with reference to four (4) specific dimensions (social, environmental, managerial, and economic). These nine (9) organizational factors are deployed in 48 variables for analyses, and one of these variables is value creation through innovation. From the assessments and analyses derived from the RISE model, several research-worthy questions arise, such as, Which variables explain better the phenom of value creation through innovation? Which variables must the upper echelons concentrate their efforts on to generate value and grant sustainability? This work aims to present the results of the application of the RISE model and to answer the mentioned questions, especially during these uncertain, chaotic, and turbulent times.

This work aims to present the results of the application of the RISE model (innovation and business sustainability route) in 25 global purpose-driven micro, small, and medium-sized Bogotanas companies, beneficiaries of the Innova District project and its impact on the net margin. The working hypothesis is the management of innovation and sustainability has some impact on the net margin of the global purpose-driven micro, small, and medium-sized Bogotanas enterprises. It is a preliminary analysis, the findings and conclusions that were made based on the description of results and development of polynomial regressions only generated conclusive elements for the population of companies analyzed and the characteristics of the research proposed. However, the proposed hypothesis was verified for a group of companies, while, for a second group, the correlation between innovation and sustainability and the net margin was relatively low or almost nil.

Innovation trends in human management are key factors that have a major influence in a company's competitiveness and its business sustainability. Therefore, an innovation process grants substantial and/or incremental improvements in all business processes, thus achieving organizational value that in turn promotes a definition of the organizational strategy and its actions. This definition leads an organization towards developing specific competencies and strengths that are paramount in obtaining concrete results, whilst competing within an ever-changing and turbulent economic environment. Thence, current and future trials and tribulations in sustainable innovation must be directed to all types of business models: commercial, managerial, financial, environmental, and social. It is very important to emphasize that the above must include staying ahead of trends in human resource management, aimed at simplifying processes, management guidance in information flow within the workplace, and building an organizational culture founded in innovation.