| The Triple Helix and institutional change: Reward, risk and response in Australian Cooperative Research Centres (2007) | |||||||||||||||
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| The paper examines 370 participants' experience with one well-established organizational embodiment of the 'triple helix' - the Australian Cooperative Research Centres program - considers its effect on researchers and organizations in the public research system and draws management and policy implications. | |||||||||||||||
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