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<p>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 <i>‘human element’</i> 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 ‘<i>human element’</i> 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.</p>

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Offshore renewable energy SMEs’ innovation interactions across the triple helix: a management as practice perspective

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2025年1月13日

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  • Gillian Barrett,
  • Frank Crowley

摘要

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.