Defense RDT&amp;E and knowledge management: A new enquiry into public and public‐private coordination

Mérindol, Valérie

doi:10.1080/1475179052000343991

Cited by 7 publications

(11 citation statements)

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“…In the UK, there has been a profound change in the way skills are distributed between the public and private sectors, based on a liberal perspective, in which the boundaries between the new entities and the system are shaped by transactional criteria [20,23,60]. The UK represents a model where the government is ready to entrust almost everything except front-line operations to the private sector [20].…”

Section: Innovation Systems and The Defense Industrymentioning

confidence: 99%

“…Even after the fall of the Berlin Wall and the collapse of the Soviet bloc, the American innovation system demonstrated adaptability to keep defense R&D at the core of the system. The USA managed to break up the military and civilian spheres by increasing the cooperation between government, industry and universities to ensure the diffusion of innovation to and from the military sphere [22,23].…”

Section: Innovation Systems and The Defense Industrymentioning

confidence: 99%

“…There are huge differences in R&D expenditure between countries [11]. The defense and security strategies in countries such as the USA, UK, and France, with longer traditions of adapting their industrial capabilities to defense [20][21][22][23][24], are also different from those of small countries like Portugal [25][26][27][28]. Because R&D activities are concentrated in a few countries, and there are few studies of innovation activities in small countries, the research question this paper seeks to address is: how is the Portuguese defense industry changing?…”

Section: Introductionmentioning

confidence: 99%

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Portugal’s Changing Defense Industry: Is the Triple Helix Model of Knowledge Society Replacing State Leadership Model?

Simões

Moreira

Dias

2020

Journal of Open Innovation: Technology, Market, and Complexity

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The defense industry has unique features involving national sovereignty. Despite the characteristics that led to the separation of the military and civil spheres, since the 1990s, the number of dual-use projects has been growing. Taking into account that Portugal is a small European country, this paper analyzes the relationships within the defense industry in order to determine how university–industry–government relationships (the Triple Helix) function in this specific industry. The analysis of 145 projects of the Portuguese Ministry of Defense led to the following conclusions: first, academia was represented in more than 90% of the projects, and 40% of those projects have a dual-use application; second, there is a predominance of knowledge production, dissemination and application, for which the university’s institutional sphere is essential and third, the Triple Helix system evolves into a network of relationships that involve projects with both civil and military applications.

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Section: Innovation Systems and The Defense Industrymentioning

confidence: 99%

Section: Innovation Systems and The Defense Industrymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Portugal’s Changing Defense Industry: Is the Triple Helix Model of Knowledge Society Replacing State Leadership Model?

Simões

Moreira

Dias

2020

Journal of Open Innovation: Technology, Market, and Complexity

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“…However, inter-agency coordination/cooperation is one form of PPP (Lindsay, McQuaid, & Dutton, 2008). A good example is the Ministry of Defence's 'towers of excellence' communities of practice that have been created in Britain whereby policy makers learn from scientific community exchanges of know-how (Merindol, 2005). Additionally, inter-agency coordination incorporates distinctive elements including psychological benefits as it has governance structure (Martin, 2016).…”

Section: Inter-agency Coordination Versus the Public-private Partnershipmentioning

confidence: 99%

Determining optimal meeting frequency: a bargaining solution to improve a poorly functioning PPP industry under budget constraints

Larhsoukanh

Wang

2019

Economic Research-Ekonomska Istraživanja

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This study uniquely addresses declining business profitability because of a lack of coordinated meetings between the public and private sectors. We determine optimal meeting frequency (i.e., the highest number of regularly scheduled meetings of the Standing Committee of the inter-agency coordination per year at which profit can be maximised) for poorly functioning public-private partnership (PPP) industries (i.e., their average return on assets or ROA < 0). The tourism industry in emerging countries such as Laos provides an example of a PPP. Using two-person Nash bargaining theory and given budget constraints, we find that the government should conduct bimonthly meetings to improve PPP industry competitiveness. We believe that our study makes a significant contribution to the literature because few emerging studies use mathematical models to address the problem of public and private sector meeting frequency and collaboration. ARTICLE HISTORY

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“…While the role of firms in the realization of advanced defence research programmes was strengthened, the role of the DGA changed to one of following up complex programme developments, and more downstream activities related to testing and trialling (Guichard, 2005). Thus, with the exception of the nuclear sector, firms' interactions with scientific and technologic networks have increased (Mérindol, 2005b).…”

Section: Implications For the Division Of Labourmentioning

confidence: 99%

Changes in the French Defence Innovation System: New Roles and Capabilities for the Government Agency for Defence

Lazaric

Mérindol

Rochhia

2011

Industry and Innovation

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Defence innovation systems are structured around two main groups of players that interact in the development of complex programmes: the state (the client and the government agency) and the systems integrators. Technological and institutional changes since the 1990s have affected the division of labour and knowledge in the industry. In this paper, we show the origins of these changes based on information derived from 45 qualitative interviews conducted between 2000 and 2008, which demonstrate the new capabilities that have been created within the national innovation system (NIS). We explain how the role and the capabilities of the French Government Agency for Defence (Direction Generale de l'Armement—DGA) have developed from “project architect” to “project manager”. These new capabilities create new interactions in the French defence innovation system and new roles for the DGA.Technological systems, capabilities, knowledge, government agency, co-evolution, national innovation system, defence, institutional change,

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Defense RDT&E and knowledge management: A new enquiry into public and public‐private coordination

Cited by 7 publications

References 0 publications

Portugal’s Changing Defense Industry: Is the Triple Helix Model of Knowledge Society Replacing State Leadership Model?

Portugal’s Changing Defense Industry: Is the Triple Helix Model of Knowledge Society Replacing State Leadership Model?

Determining optimal meeting frequency: a bargaining solution to improve a poorly functioning PPP industry under budget constraints

Changes in the French Defence Innovation System: New Roles and Capabilities for the Government Agency for Defence

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