1. Silicon Valley – Exploring the ‘works of the engine’
1.1. History and conditions for success (academic entrepreneurship, university-industry relations, firm formation, government-supported R&D and industrial policy, concentration of venture capital, availability of managerial talent, technical and business skills, trust, networks)
1.2. From ambitious start-up to high-tech giant – what does it take?
1.3. Forging tomorrow’s world – what are the “dynamos of the new economy”?
1.4. Multinational corporations: models for regional participation (satellites, outposts, etc.), recruitment and international mobility, cross-cultural strategies, tools and indicators for multi-national and multi-sector initiatives, knowledge spillovers.
1.5. Aligning legal and financial structures for open and proprietary innovation in a global market – intellectual property, human resources, tax incentives, venture capital, etc.
1.6. Effective uses of market intelligence for inspiring and implementing government policies, educational programs and business planning.
1.7. Corporate Social Responsibility (CSR): the challenges of high performance and high integrity
1.8. Silicon Valley links with other international technology conurbations
1.9. Silicon Valley myths (e.g. the ‘heroic entrepreneur’).
2. Triple Helix and innovation for development
2.1. Transferability of innovation models and systems (from developed to developing country, region, innovation system, development stage): replication vs. adaptation to local conditions
2.2. Enabling conditions for transfer: organizational context, financial and human resources, legal framework, intellectual property regimes, leadership and vision, culture, economic history, etc.
2.3. Transferability of ‘Bayh-Dole Regime’ to developing countries
2.4. The rise of science and innovation in world regions (Asia, Latin America, Africa, Central and Eastern Europe transition countries, Australia and New Zealand): change and diversity
2.5. Policies and strategies for reverse engineering (import substitution) and the “bottom-of-the-pyramid”
2.6. Relevance of the Triple Helix model for sustainable development challenges (Climate change and clean energy; Sustainable transport; Sustainable consumption and production; Conservation and management of natural resources; Public health; Social inclusion, demography and migration; Global poverty).
3. Triple Helix ecosystems and regional development
3.1. Regional Triple Helix models: drivers, dynamics, public policy
3.2. Research-intensive clusters, technopoles, Science Cities
3.3. Innovative SMEs, spin-offs and regional development
3.4. Transferring technology and knowledge to SMEs: the role of government and Higher Education Institutions, financial instruments creating a culture of knowledge-based SMEs.
3.5. Entrepreneurial university roles: partner in regional systems of governance, player in regional technological and commercial advances, e.g. leading and supporting sector-specific initiatives
3.6. Regional innovation ecosystems: are they possible in small and remote regions?
3.7. ‘Smart specialization’ as a strategy to align regional innovation strategies: how to construct comparative advantages, role of institutional settings for research, education and innovation.
3.8. Role of creative arts, industries and individuals in regional renewal
4. Triple Helix and the globalization of innovation
4.1. How national are National Systems of Innovation?
4.2. Internationalization of emerging (‘born-global) local companies
4.3. Incentives/barriers to the mobility and retention of human resources for innovation (brain drain, brain gain).
4.4. Making better use of diasporas: as ‘transmission belt’ for innovation models to their home countries, path-to-markets from home to international markets, social support systems for entrepreneurs. Government policies to stimulate return of diasporas to the home countries and foster collaboration with the home countries.
5. Government role in Triple Helix interactions
5.1. From passive facilitator to active player (government as an entrepreneur)
5.2. Good practice, bad practice: learning from evaluations of government-funded innovation programs in support of innovation, technology transfer and entrepreneurship
5.3. Reforming Public Research Organizations to cope with the innovation challenge: instruments, models, experiences
6. Technology transfer and entrepreneurship: ‘traditional’ and new science-industry interface organizations, mechanisms, organizational designs, networks, etc.
6.1. Start-ups, spin-offs, science parks, business incubators, technology transfer offices, joint research projects, in-firm (company) universities, business acceleration centres, corporate incubation, university proof-of-concept centres, etc.
6.2. Individual and collective entrepreneurship
6.3. Dual roles of people (e.g. Professors of Practice)
6.4. Entrepreneurship training for students (including Triple Helix knowledge, culture)
6.5. Academic and corporate patenting, international rules and agreements surrounding patents, intellectual property and technology transfer
6.6. New methods and analytical tools for technology transfer evaluation (evaluation of technology transfer offices)
6.7. Role of informal knowledge transfer (i.e. undertaken without contractual agreements between university researchers and government agencies or companies) in technology transfer
7. New forms of financing innovation
7.1. Business Angels (individuals and networks), limited partners
7.2. Venture Capital (Government venture capital interventions for regional innovation, successful case studies of government-leveraged venture investment, university venture capital funds, regional venture capital funds)
8. The Triple Helix and human resources for innovation and technology transfer labour markets
8.1. Recruitment of staff from industry and the public sector (local, national, global) by Universities
8.2. Recruitment of staff and students from universities (local, national, global) by industry and by the public sector
8.3. Disciplinary patterns of mobility, collaboration and careers in innovation and tech transfer
8.4. National and international student/academic technology transfer and mobility programs for continuing professional development
9. Triple Helix indicators
9.1. Indicators of mobility across Triple Helix institutional spheres (local, national, international)
9.2. Indicators for the measurement of the Knowledge, Innovation and Consensus Spaces
10. Innovation in the global economic crisis
10.1. Government intervention to support innovation as a strategy of recovery from economic crisis
10.2. Economic crisis effects on innovation strategies in large firms and SMEs
10.3. Economic crisis effects on university innovation strategies
11. Triple Helix and society
11.1. Public understanding of and societal inputs into science and innovation
11.2. TH interactions with non-profit and public service organizations (schools, community groups, health organizations, etc.)
11.3. Interactions between Triple Helix actors and researchers in the social sciences, humanities and fine arts, and their influence on ‘transdisciplinary’ problem-oriented research
11.4. Triple Helix in services innovation
12. The Gender dimension in science and technology, innovation, technology transfer and entrepreneurship, venture capital
12.1. Contribution of women to scientific breakthroughs and technological advancement: illuminating the hidden history of success
12.2. Role of government, industry and university policies in encouraging women in S&T education and careers
12.3. Work-life balance
12.4. Gender diversity in innovation:
- Has it been stimulated or inhibited by the globalization of high-technology and new innovation models/interfaces (open innovation, crowd sourcing by Web 2.0 technologies, online consensus spaces)?
- Positive action measures (government, industry and university policies and initiatives) to foster gender diversity in innovation
12.5. Women in technological innovation:
- Are women more likely to participate in technological innovation within a social impact framework (e.g. clean energy/green tech, global poverty for the new sustainable development challenges)?
- Good practice in university, industry, and government for enhancing women’s engagement in technological innovation: how can it be successfully institutionalized?
12.6. Women in technology transfer and entrepreneurship
- Gender gap in patenting
- Student mentoring in technology transfer: is it different for male and female students?
- Women in spinoffs and knowledge-based SMEs (as employees or entrepreneurs)
- Women-led high-technology ventures: financing, growth
12.7. Gender in Silicon Valley:
- International comparison between Silicon Valley and other clusters in terms of low participation of women in innovation and patenting – lessons for Silicon Valley
- Women’s advancement in Silicon Valley high-tech companies was found to be based on management positions rather than on individual contributor positions. What are the mechanisms leading to this gender stratification?
- Silicon Valley prides itself on being a “meritocracy”, and yet evidence of gender bias in its institutions is mounting. What are the consequences of the meritocracy culture in fostering or hindering gender diversity?
13. Management and capacity building for effective engagement in Triple Helix partnerships: challenges and possible solutions
13.1. Skills, knowledge and experience required for building effective partnerships between universities, business, government and the community.
13.2. Understanding, reconciling, and managing diverse expectations between Faculty staff and Senior Executives in a University environment.
13.3. Setting directions for professional development for hybrid occupations (e.g. technology transfer, science park and incubator management).
13.4. Student training in international companies, start-ups, incubators, etc. to develop new business models for enterprises.
14. Communication of Innovation
14.1. Emerging Innovation Communication Systems (directing attention flows among people, enterprises and institutions within innovation systems and to the outer world): corporate communication, communication in the public sector, PR firms.
14.2. Identifying and reporting on issues in innovation systems: mechanisms, organizations, challenges.
14.3. Innovation journalism: crossing borders between business, technology and societal issues. Drawing collective attention on innovation issues (‘clusters of collective attention), collective action and the way they can generate the best returns for individuals and societies.
14.4. The role of “attention workers” (actors who generate and broker attention professionally) in innovation ecosystems.
14.5. Branding universities and regions
14.6. Social media and new information flows: effects on innovation