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PARTICIPATIVE
CHALLENGE
IDENTIFICATION

Network: Quadruple Helix Engagement

Common challenges of a network

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This tool helps you map, develop, and strengthen networks with a clear purpose. It guides you to identify who needs to be involved, why they matter, and how the relationship contributes to research, knowledge utilisation, and value creation. Networks are not simply lists of contacts — they are built on relationships, trust, and mutual exchange.

You start by clarifying the core purpose of the network: What do we want to achieve together? Then you identify actors across the Quadruple Helix (academia, industry, public sector, and civil society¹) who can contribute knowledge, resources, or insight. You use this to recognise gaps, opportunities, and the strengths already present.

The tool introduces practical steps for developing, utilising, and maintaining networks over time. You learn how to engage partners, establish shared expectations, and build interactions that benefit everyone involved.

By using this tool, you can move from informal contacts to a purposeful, co-creative network designed to support research outcomes, implement results in practice, and ensure relevance to real-world needs.

See a testimony from Karlstad University

Objectives

Identify and articulate the core purpose of a network
Map actors within a Quadruple Helix perspective
Strengthen the ability to co-create value and enable knowledge utilisation
Support long-term network development and maintenance
Build relationships based on collaboration, not just contact lists

Actors involved

Checklist - What do you need to implement the resources?

To work with this tool, you should have:

Skills and competences improved

How do you assess impact?

  • Number and diversity of active actors in the network
  • Frequency and quality of interactions (meetings, collaborations, exchanges)
  • Joint actions such as projects, pilots, or knowledge-sharing activities
  • Feedback from participants on trust, relevance, and perceived value
  • Long-term outcomes: sustained partnerships, shared outputs, implementation of research

Why Measure KVR?

Definition of a network Best practices for Quadruple Helix networks

Supporting documents

Etzkowitz & Leydesdorff – Triple Helix (1995–2000 onwards)
Foundation for Quadruple Helix development.

Carayannis & Campbell – Quadruple/Quintuple Helix Model
Core conceptual work & policy application.

European Commission – Smart Specialisation & Helix Models
High-value reference for regional innovation policy & practice.

Granovetter (1973) – “The Strength of Weak Ties”
Why networks matter for knowledge flow and innovation.

Burt (2004) – Structural Holes Theory
Strategic positioning within networks & value of bridging actors.

Cross, Parker & Sasson – “Networks in the Knowledge Economy”
How networks drive organisational learning and innovation.

Prahalad & Ramaswamy – Co-creation literature
Frameworks for engaging stakeholders as active contributors.

Leadbeater – “We Think”
Accessible and practice-oriented view of participatory innovation.

EU Knowledge Valorisation Policy recommendations (2024)
Aligns directly with KALEIDOS — supports institutional practice.

Etzkowitz & Leydesdorff – Triple Helix (1995–2000 onwards)
Foundation for Quadruple Helix development.

Carayannis & Campbell – Quadruple/Quintuple Helix Model
Core conceptual work & policy application.

European Commission – Smart Specialisation & Helix Models
High-value reference for regional innovation policy & practice.

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Network:
Quadruple
Helix
Engagement

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Capacity
building
for process
facilitators

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Participative
challenge
identification
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