Abstract:
The quest for economic growth across the globe and the focus on Africa as an emerging economic giant are resulting in the need for appropriate structures aimed at nurturing the growth of regions in Africa. The decentralisation of globalisation in favor of regionalisation is accompanied by the requirement for regional competitiveness that is underpinned by innovation. The rapid pace of change as a characteristic of the modern day business environment highlights a paradigm shift of the generation and commercialisation of innovative new ideas. Collaboration in innovation introduces brand new ways of realising the benefits of recreating the roles and responsibilities of the three pillars of any given economy : the government, the academia and the industry. The main purpose of this study was to use the triple helix model of innovation to explore the model in practice within the context of an industry that has high growth potential but that was experiencing slugging growth, with the aim of identifying the structure of the triple helix system and the elements thereof that may be inhibiting the sector. Secondary data collection and primary data collection phases were used during the study, the latter of which was in the form of a qualitative data collection methodology. The first phase of secondary data collection was used to gain insights into an underdeveloped industry that was deficient of comprehensive industry information sources as a result of its development status. The output of the first phase of data collection was used as input to design a questionnaire to be to collect primary data. A sample of ten respondents was interviewed during the primary data collection process. The sample consisted of two respondents from the government, two respondents from academia and six respondents from industry.
The outcome of the study revealed that the presence of a well-structured and well-functioning triple helix system did not guarantee collaborative innovation success. The absence legislation in a triple helix system seemed to weaken the benefits sought from a triple helix approach to innovation in a sector. The key finding of the study was that the rules of the game within a triple helix system should precede the efforts of managing the elements of the triple helix system. By setting the rules of the game upfront, the individual institutional spheres would be in a position to willingly adopt the roles of the other institutional spheres from a position of positive collaboration instead of frustration.
