Abstract
Managing triple helix projects is difficult due to differences in culture, incentive mechanisms and overall objectives of the various actors involved. A case study of Precarn, a 4th Pillar or intermediate organisation is used to illustrate how intermediates can help mitigate these difficulties. It is shown that such 4th Pillar organisations are useful, and indeed may be necessary, for successful multi-actor R&D initiatives in the triple helix. The potential benefits of 4th Pillar organisations in supporting triple helix R&D projects are illustrated through the roles Precarn has played in managing it own projects and the successes it has had.
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