The Role of the University in the Promotion of the Entrepreneurial Culture Under the Triple Helix Model

This study will further examine an area that we have been analyzing for some time: collaborative models between the University, the Public Administration and the business community to foster entrepreneurial culture in the university environment (de Pablo et al. 2010). More specifically, this paper presents a clear case of collaboration among different types of Public Services and the Private Sector for the promotion of Entrepreneurial Culture via a program developed by one of the main universities in the Comunidad de Madrid (Spain). The vehicle to accomplish this task is the Centre for Entrepreneurial Initiatives (CIADE) of the Universidad Autonoma de Madrid (UAM), set up 13 years ago for the promotion of entrepreneurial values and the creation of enterprises in the University. Since its creation, CIADE, lacking university-allocated financial resources, has been using a collaborative model with a wide range of entities. Under this model, named "Triple Helix Model", by Etzkowitz y Leydesdorff (1995), the University (UAM) is supported by the following organizations: two levels of the Public Administration, national and regional (Ministry of Science and Innovation and the Regional Employment Service of the Comunidad de Madrid, respectively), private entities, in particular a financial institution (Caja Madrid Foundation) and different corporate civic entities (ACS Foundation, and 3M Foundation, among others). The Triple Helix model is nowadays one of CIADE's trademarks, both in its global design and in the operation of its different areas. The main objective of our research will be to analyze the roles Public Administration and the Private Sector play in the UAM with respect to entrepreneurship. This paper will show that the different entities involved in entrepreneurial programs with the University, despite having different goals and priorities, can establish and strengthen synergies under proper coordination, rather than overlap their functions leading to the recurrence or reduction of the results achieved).