Triple Helix Dynamics and Hybrid Organizations: An Analysis of Value Creation Processes

Abstract

The Triple Helix model, focusing on interactions among academia, industry, and government, has been an influential model for promoting innovation and regional development. However, limited research explores the model’s micro-level dynamics, alling for further investigation into its effectiveness. This study seeks to fill this gap by critically examining the micro-level dynamics of the Triple Helix model, with an emphasis on the roles played by a hybrid organization in the value creation process. Utilizing a case study approach, this research examines Robotdalen—a successful Swedish applied research initiative in robotics—to answer the research questions: How do value-creation activities within a Triple Helix model evolve and how do hybrid organizations facilitate and shape value creation throughout the development stages of an organization? The analysis contributes a fine-grained view of value creation and development over time in a large Triple Helix innovation initiative, highlighting the importance of hybrid organizations in facilitating collaboration and coordinating resources among stakeholders. The results identify critical factors such as collaboration, commercialization, innovation, and adaptation. This research contributes new theoretical insights and practical implications for leveraging hybrid organizations within the Triple Helix framework, thereby providing valuable guidance for policymakers, practitioners, and scholars engaged in crafting strategies to stimulate regional growth, innovation, and value creation in today’s dynamic global landscape.