Offshore renewable energy SMEs’ innovation interactions across the triple helix: a management as practice perspective
研究了离岸可再生能源中小企业如何管理技术转移过程及跨三螺旋的组织间互动，发现中小企业需应对复杂的官僚体制和碎片化治理，其成功依赖于领导者能力、经验、务实和适应性的融合。
Abstract Offshore Renewable Energy (ORE) could be pivotal in combating climate change, offering reliable and sustainable energy with less intermittency than other renewables. However, unlocking its potential requires robust collaboration across many different actors. The purpose of this study is to explore the ‘human element’ of how SME leadership manage the technology transfer process and the underlying inter-organisational interactions across the triple helix. To achieve this, we adopt a management as practice perspective using Whittington’s (2016) framework, which delineates praxis, practices, and practitioners. The research study employed a multiple case study design, and the primary sample included eight European ORE SME case studies. The study finds SMEs operate within a heavily strained triple helix environment, requiring them to navigate complex bureaucratic dynamics with universities and government partners. This is further compounded by fragmented governance structures across the EU, making collaboration reliant on forging strategic alliances. We find that the ‘ human element’ within SMEs embodying an innate blend of ability, experience, pragmatism, and adaptability is central to executing successful interactions. We discuss the policies needed for ORE SMEs to navigate the multifaceted challenges surrounding the human element of triple helix interactions.