A CREATING BUSINESS FROM INNOVATIONS – ESSENTIAL MISSION OF INTERMEDIATE ORGANIZATION

PEKKA TERVONEN, HARRI HAAPASALO

Abstract:

Oulu Innovation Alliance (OIA) is an example of triple-Helix consortium. It integrates top know-how from printed intelligence, wellbeing technology, cleantech and 3D internet and brings together research institutions, businesses and public sector organizations. OIA generates cutting-edge global business from research, development and innovation projects and ventures. The essential mission of the Centre for Environment and Energy (CEE) is to be strongly involved in branding Oulu as an eco-innovative city with green economy. The focus of CEE is on air, water, energy and efficiency of resources with measurement technology as a cross-sectional theme. Their vision is to be the number one partner in eco-innovative solutions. The strategy is to develop a knowledge hub that brings together the fields of environment and energy, thus, creating efficient connections between top experts and research, development and innovation projects (R&D&I projects); and co-operation networks and investors. To achieve this goal, the CEE uses a transparent network of connections where the top research of a chosen field and the business expertise in Oulu can find each other both nationally and internationally. This creates a lasting foundation for co-operation between research and business. The operational philosophy of CEE is based on research programs and networking which allows for swift and proactive co-operation between research communities and businesses. Through co-operation and joint projects new expertise can be develop edand new business created for the world market. The aim of this paper is to describe the theoretical foundation and operative model for our centre of expertise – CEE.

Keywords:
Innovations, environment, energy, cleantech

DOI: 10.20472/BM.2015.3.1.008

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APA citation:
PEKKA TERVONEN, HARRI HAAPASALO (2015). A creating business from innovations – essential mission of intermediate organization. International Journal of Business and Management, Vol. III(1), pp. 119-131. , DOI: 10.20472/BM.2015.3.1.008


Copyright © 2015, Pekka Tervonen et al, pekka.tervonen@oulu.fi


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