Innovation in the interplay of universities, policy and businesses
Regional innovation emerges where universities, policymakers and businesses collaborate effectively. Research on this triple helix model shows that strategic choices, governance and the quality of relationships make the difference. Collaboration is an ongoing exercise in joint value creation.
by Bart Cambré
| March 9, 2026
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Regional innovation is not an isolated achievement. It emerges where actors connect, share responsibility and are willing to think beyond institutional boundaries. Universities play a key role in this process—not as solo players, but as nodes in broader innovation ecosystems where knowledge, policy and practice converge.
Research on the role of UHasselt in regional economic development shows that this role is not fixed. It is shaped by context and by strategic choices. A crucial level in this process is the meso level: the strategic level where policy ambitions, institutional structures and concrete collaborations meet. It is precisely at this level that it becomes visible whether collaboration strengthens or stalls.
Het triple helix-model: collaboration in motion
In the academic paper, the triple helix model is illustrated through collaboration between:
knowledge institutions (knowledge development and research)
governments (policy frameworks and direction)
businesses (application and economic valorization)
The research shows that the effectiveness of this model does not lie merely in the presence of these actors, but in how they collaborate. Alignment, governance and relational quality determine whether the model evolves into a high-performing innovation architecture or remains a collection of isolated initiatives.
In this context, governance is not a background factor but an active lever. Strategic economic development planning, alignment between policy levels and coordination within collaboration models help determine the space available for innovation. Universities are embedded in a network of public and private actors who jointly create public value. It is not the mere presence of partners, but the way collaboration is organized that makes the difference.
“Institutional entrepreneurship forms a crucial link in connecting university strengths with regional innovation processes.”
—
Dr. Roeland Buckinx, Strategisch expert POM Limburg, beleidsadviseur UHasselt
Within institutions themselves, important levers also exist. A clear mission and vision that connects academic excellence with regional relevance helps guide engagement. Cross-disciplinary structures enable expertise to be connected across disciplines and services.
Another striking element is the role of institutional entrepreneurship: individuals who take ownership, show initiative and actively build bridges between the university and its environment. They translate strategy into practice and make collaboration tangible.
At the same time, this type of engagement is not always self-evident within academic institutions. It often does not fall within the traditional parameters used to evaluate academic output, yet it can be of great strategic importance for achieving societal impact and strong regional anchoring.
A key insight from the research is that the mere existence of connections or interactions between actors is not enough. Network analyses can reveal where contacts exist and how actors are connected, but they say little about how those relationships actually function in practice.
Qualitative insights show that the way actors interact is what truly matters. Collaborations driven mainly by institutional self-interest tend to be perceived less positively than relationships built on mutual knowledge exchange and shared objectives. Sustainable innovation requires trust, continuity and attention to relational quality.
These findings align with broader developments in network and systems thinking. The triple helix model, where universities, governments and businesses collaborate, is confirmed, but also deepened. The three actors do not function as separate pillars but as interdependent elements within one dynamic system. Internal and external factors continuously influence each other and require an integrated approach.
Why a systems perspective is essential →
The research highlights the importance of a holistic approach to regional innovation. Internal and external determinants should not be considered in isolation, but understood as interconnected elements within a single system. This explains why similar policy instruments can lead to different outcomes in different regions and why context always plays a guiding role.
The strength of this systems perspective lies in the action perspective it offers. It makes visible which determinants can be influenced and where leadership can make a difference.
At the same time, it calls for realism: no single actor can create regional innovation alone, and no single measure works independently from the broader system.
“A triple helix does not emerge spontaneously. It requires deliberate orchestration, strategic planning, alignment of policy across different levels and institutional entrepreneurship within the university. Without that, regional innovation remains largely rhetoric.”
—
Bart Cambré, vice-decaan Research & Valorization
The message is decidedly constructive. Universities possess knowledge, legitimacy and network capacity that allow them to play a meaningful role in regional development. When these strengths are consciously connected to thoughtful governance, strategic collaboration and attention to relational quality, space emerges for innovation that extends beyond individual organizations.
Working together within an ecosystem is not a project, but a continuous exercise in alignment, leadership and joint value creation.
If you would like to explore the academic background and methodology in more depth, you can consult the academic article here.
Dr. Roeland Buckinx is an alumnus of the Executive Master in Public Governance & Leadership and the Executive Master Class Management in Healthcare. His master’s thesis within the Executive Master, which received an exceptional score of 20/20, formed the basis for the academic article above. Together with Bart Cambré, he further developed the research into a publication in the Triple Helix Journal, an international peer-reviewed journal focused on collaboration between universities, government and industry.
