Abstract
Based on a single case approach, this chapter empirically explores the triple helix configuration of Centurion University of Technology and Management (CUTM) and its social innovation programme. The study uses case files and web available material to consider the nature of the university’s relationship with industry and government. The findings show that triple helix social innovation has yet to be studied in an Indian context. Also, CUTM’s human and social orientation is a driver of its triple helix interaction. The university’s pursuit and trust in employers’ participation in the curriculum and campus experience is the hallmark of its social and pedagogic success. To advance the literature, this chapter draws attention to a much-overlooked Indian context and, for practitioners, it demonstrates the inner-workings of a functioning triple helix system.
| Original language | English |
|---|---|
| Title of host publication | University and Entrepreneurship: Meeting the Educational and Social Challenges |
| Editors | Paul Jones, Nikolaos Apostolopoulos, Alexandros Kakouris, Christopher Moon, Vanessa Ratten, Andreas Walmsley |
| Publisher | Emerald |
| Chapter | 13 |
| Pages | 199-218 |
| Number of pages | 20 |
| Volume | 11 |
| ISBN (Electronic) | 9781839820748 |
| ISBN (Print) | 9781839820755 |
| DOIs | |
| Publication status | Published - 15 Feb 2021 |
Publication series
| Name | Contemporary Issues in Entrepreneurship Research |
|---|---|
| Volume | 11 |
| ISSN (Print) | 2040-7246 |
| ISSN (Electronic) | 2040-7254 |
Funding
Two such interventions are the establishment of the National Skill Development Corporation (NSDC) in 2009, and subsequently the NSDA in 2013 (Tara & Kumar, 2016). In addition to gaining a comparative advantage, India’s endemic unemployment rate has also triggered these policies. Annually, an estimated 12.8 million Indians enter the labour market for the first time. Also, there are only 72.88 million employed in formal sectors in comparison to 387.34 million in informal sectors (Mehrotra, Gandhi, Sahoo, & Saha, 2012). Therefore, CUTM, by virtue of its university status and vocational orientation, is well organised to coordinate the government’s employability agenda with funding from NSDC and NSDA. In one instance, NSDC has financed an organic and responsible farming project run by CUTM’s School of Agriculture. In 2013, CUTM also won an NSDC tender to train 250,000 youth over a 10-year period (Ernst & Young, 2018). On the whole, India’s vast population, employment needs and universities’ proximity to target demographics are factors informing government support in CUTM’s triple helix configuration. the formation of CUTM’s subsidiaries has been driven by public–private partnership demand. For instance, in 2013, the formation of UMBC as a livelihood incubator stemmed from conversations between CUTM, India’s Department of Housing and Urban Development and Bhubaneswar Municipal Corporation in the state of Odisha. Also, of the total 147,401 apprentices trained by GTET as at 2018, 120,844 were financed by government schemes for skills development in the areas of automotive and manufacturing, sewing machine operation, hospitality, retail, IT, agriculture and finance. Likewise, the livelihood support schemes at UMBC are actively supported by the Odisha Milk Marketing Federation.
Keywords
- Education
- Government support
- India
- Social innovation
- Triple helix
- University Collaboration
ASJC Scopus subject areas
- Business and International Management
- Strategy and Management
- Management of Technology and Innovation