Page 109 - A Handbook for Academia, Industry and Policymakers: Reinforcing the Innovation-Employability Nexus in the Mediterranean

108 REINFORCING THE INNOVATION-EMPLOYABILITY NEXUS IN THE MEDITERRANEAN REINFORCING THE INNOVATION-EMPLOYABILITY NEXUS IN THE MEDITERRANEAN 109

past, innovation has often been conceived as a common interests, values, narratives, strategies, and
linear model, a ‘pipeline’ in which fundamental, investments. Thus, in the process of transforming
university-based research is applied through their own roles, they develop a connective tissue, or
businesses and translated into new products . Triple Helix to use Etzkowitz’s fitting description.
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However, innovation is now seen as a much It is during this process that embeddedness in the
more uncertain and interactive process96 where regional, national, and international innovation
innovators draw on a wide range of knowledge systems is important.
Higher Education-Industry sources and collaborations. Within this interactive
Partnerships for Innovation process, the academic system is regarded as As a result, academia has been gradually
part of an innovation system, implying that complementing the traditional linear model of
universities are part of the larger eco-system knowledge production and innovation with a different
of knowledge-using and knowledge-generating mode in which research problems are approached
organisations that interact in creating value. by a wider set of stakeholders and disciplines with
frequent interaction 96,97 . In line with this development,
The idea of the innovation system creates a academia is increasingly seen as a promising
cademia and industry have a long tradition of collaboration, flexible structure in networks for the flow of platform for enhancing organisational capacity in
technology and information between universities,
open innovation (see Figure 15), where industry
and when universities and business work together to push research centres, industry, and policymakers. employs external networks in developing innovation
A the frontiers of knowledge, they can become a powerful Together, the three types of actors — or four, if we and knowledge, as a complementary option to
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engine for innovation. The benefit of such partnerships has long count civil society as a separate actor — develop traditional internal research and development .
a new innovation engine, with intertwining
been obvious for universities: external research funding, significant
inputs to keep curricula updated, the possibility of generating Open vs. closed innovation

solutions for pressing global challenges and legitimacy, especially Figure 15
as academia is experiencing mounting societal pressure to Open and closed innovation are primarily different in the way they generate
contribute to economic growth. According to research, the most innovation. Both have their place depending on the context and situation.

productive collaborations are strategic and long-term. They are
built around a shared vision and are based on deep professional Closed Innovation Open Innovation
Corporate limit Corporate limit
ties, trust and mutual benefits that bridge the sharp cultural divide
Internal idea Internal idea External idea
between academia and industry95. Today, new types of industry-
university partnerships have emerged going far beyond the External collaborators

traditional research partnership. Alternative
Market

Market
Alternative Market
Market
External collaborators
Towards co-creation knowledge economy has intensified the need
and open innovation for strategic partnerships to be taken to the Source: Chesborough (2003) 99
next level. For industry, the ever-increasing
competitive landscape, the pace of technological Closed innovation relies on the idea that internal expertise (ideas), along with an iterative process for managing that
Partnerships and collaboration between innovations and the shorter product life cycles expertise, can sustainably produce new business. Closed innovation companies operate under a self-contained innovative
academia and industry (companies, public require organisations to be on top of the latest environment, that is, information is kept within the confines of the company and is not shared with external parties. Thus,
institutions, NGOs, and civil society organisations) advancements and innovations. The scientific it looks like the funnel on the left, with solid walls representing the limiting yet secure internal development process.
have a long history of building organisational community is called upon to confront grand
knowledge and improving competitiveness. The challenges such as climate change, water quality, Open innovation, on the other hand, is based on the belief that knowledgeable and creative organisations and individuals
outside the company can also contribute to achieving strategic goals and that sharing intellectual property both ways
intensification of relationships can be attributed and affordable and clean energy through new is useful for different parties in different ways. The open innovation funnel on the right is more like a hybrid between a
to different pressures. The rise of the global knowledge and innovative approaches. In the sieve and a funnel, as the development process is not limited to individuals within the facilitating company.