FEATURE
PAPER
Re-visiting
The "Molecular Biology" of Regional Innovation
Systems: Cometing Models of Technology Development
The
following paper was witten by Malin Brännback of Åbo
Akademi University, Norris Krueger Jr. of Entrepreneurship
Northwest, Alan Carsrud of Florida International University,
and Jenny Elfving and was presented
at the
2008 United
States Association for Small Business and
Entrepreneurship (USASBE)
.
Abstract
Metaphors
matter. Conventional wisdom argues that best practices in
developing
a regional innovation system dictate a bottom-up
focus that emphasizes innovators and entrepreneurs, yet we
see considerable resources deployed in top-down approaches
that
emphasize institutional actors. The rise of a potent metaphor,
the “Triple Helix” has
contributed this seeming disconnect. We argue here for a more
bottom-up Double Helix model by re-visiting a larger qualitative
study aimed at developing a regional innovation system in Scandinavia
to increase growth venture development, one that has chosen
an approach more consistent with the “triple helix” metaphor. Results
based on in-depth interviews show that entrepreneurs and potential
innovators (scientists and researchers) feel
excluded, or even avoid, involvement with governmental actors.
Technology-based business concepts are not emerging and new
firms are not being created. The study questions the existing
top-down Triple Helix model of innovation systems as, by necessity,
it discards the entrepreneurs, as opposed to the competing
model, a true bottom-up (or supervenient) double helix model.
Read
the Entire Paper...
TIP
OF THE WEEK
The Twelve Worst Franchise Agreement Provisions
1. Gag Rules. Some franchise agreements prohibit franchisees
from discussing any aspect of their franchise experience
with anyone outside the system. This defeats the FTC and
other state disclosure laws.
2. Franchisor
Venue Provisions. These provisions require franchise disputes
to be litigated or arbitrated in
the home state of
the franchisor. This dramatically increases costs for
the franchisee.
3. Lack
of Reciprocal Cure Periods. Many franchise agreements give
the franchisor 30, 60, 90 days to cure any alleged
defaults; some even do not allow the franchisee any
remedy if the franchisor
defaults.
4. Non-reciprocal
Non-competition. Many franchise agreements have oppressive
post-term non-competition covenants,
both in terms of duration and geographical scope.
At the same time,
many franchise agreements allow the franchisor to
place competing units pretty much where they want.
5. Sole
Sourcing Requirements. Many product-oriented franchise systems
require franchisee to purchase
products solely from
the franchisor or from suppliers designated by
the franchisor. No allowance is given to purchase fro
alternate sources
even if quality standards are upheld.
6. Mandatory
Subleases with Rent Overrides. Many franchise systems require
the franchisee to sublease
the franchised
premises from the franchisor who has in turn
leased the premises from
the landlord. This places the franchisor in the
real estate business and able to a net profit
essentially without risk.
In addition, the fact of these overrides and
the amount of them are rarely disclosed in franchise
offering
circulars.
7. Lack
of Accountability of Advertising Fund. Some franchise agreements
are drawn in a manner
to give
the franchisor
complete control over the use of advertising
funds, allowing franchisors
to not spend advertising dollars in the market
where franchisees have contributed to ad funds.
8. Lack
of reciprocal Legal Fee Provisions. Many franchise agreements
require the franchisee
to
pay all of the
franchisor’s
legal expenses in the event of litigation
between the parties. However, if the franchisee
wins the litigation, the franchise
agreement does not provide for legal fees.
9. Kickbacks.
Some franchise agreements openly acknowledge that the franchisor
has the
right to make deals with
vendors who sell goods and services to
franchisees that are mandated
by the franchise agreement. Very often,
these vendors provide kickbacks, promotional fees,
and commissions
to the franchisor
in return for being allowed to sell their
products and services to a captive market.
10. Mandatory
Arbitration Provisions. While arbitration is faster and presumably
cheaper, it has major
disadvantages to
franchisees. Arbitration is private,
with the resulting decisions not creating any
precedents
to product
future franchisees.
11. Radically
Different Franchise Agreements on Renewal. Many franchisees
find that
when it is
time to renew,
they are not
really renewing their existing franchise
agreement, but entering into a wholly
new franchise agreement,
often
with materially
different financial and operational
terms.
12. Unilateral
Amendments to the Franchise Agreements. Many franchise agreements
provide that the franchisor
can change
its operations manual or other company
policies without notice to or with
the consent of
the franchisee.
What Business Should I Start? Pg 184
Copyright 2004 by Rhonda Abrams & published by The
Planning Shop.
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National
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Clark University
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SBI
Journal - Request for Papers
The Small Business
Institue is now requesting papers for the Small Business
Institute Journal. If you are interested in submitting a
paper, please let us know. The first issue is to be printed
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