Implementing a triple helix model in developing countries, like Indonesia, needs a different approach. The technique used in developed countries, which
have a long history in the practice of using triple helix model, need to be adjusted before they can be used in Indonesia. Because of that, in the last few years, the
Indonesian Government tried another way to help the collaboration process between industry and university, such as allocating a considerable grant to finance
university-industry joint-research. The government hopes the grant will accelerate the collaboration between them and will strengthen the national industry Lee
2000.
The strategy described above, however, cannot run efficiently because there are still many problems in the implementation process. So, the government
needs another strategy to strengthen the collaboration among stakeholder for developing innovation in palm oil industry.
Hence, this research is trying to formulate a collaborative strategy among stakeholdersP to accelerate the development of innovation in the palm oil
industry. The triple helix model is used to see how effective the collaboration among stakeholder in the palm oil industry and how to improve the collaboration
among them.
II. 5. Conclusion
Innovation is very important for enterprises to maintain or expand their business. This is especially true for the palm oil industry; innovation becomes one
of the key successes to develop the palm oil downstream industry. However, developing innovation is a long journey for the enterprise, so it needs a good
strategy to gain a good result.
Before creating a strategy, we need to analyse the situation in the field. After knowing the role of stakeholders, we also should identify the degree of
interaction among them using a triple helix model as a benchmark. Finally, we will develop a collaborative strategy to develop innovation in the palm oil
industry.
III METHODOLOGY
III. 1. Introduction
The study is using a case study strategy because the research aims to find a phenomenon occurring in A Palm Oil Industry. Furthermore, PT SMART Tbk is
chosen as a sample for the study, we will learn from them how the company formulates a short and long term strategy in order to develop innovation.
Moreover, the respondents of the research also include Academics and Government Officials, who will explain the innovation climate in palm oil
industry based on their expertise. The results of the interview will be analysed by a triangulation method to see the innovation condition in palm oil industry
comprehensively Saunders 2009. Furthermore, the research will formulate a strategy to develop innovation in the palm oil industry based on the best practice
in PT SMART Tbk. Finally, the research will suggest a collaborative strategy among stakeholders to accelerate the process of developing innovation for the
palm oil Industry.
III. 2. Setting
The location of the research is in Indonesia because Indonesia is the biggest producer of palm oil in the world. The strategy to develop innovation in
the palm oil in the palm oil industry is based on the best practice in PT SMART Tbk. The research chose them because PT SMART Tbk is one of the biggest palm
oil companies in Indonesia and they also have a good research and development RnD department.
PT Sinar Mas Agro Resources and Technology SMART Tbk is established in 1962 and listed on the Indonesian Stock Exchange in 1992. The
company‟s primary activities range from cultivating and harvesting oil palm trees, processing fresh fruit bunches FFB into Crude Palm OilCPO and Palm Kernel.
The company also refines CPO into industrial and consumer products such as margarine, cooking oil and shortening. The Company cultivates 138,900 hectares
of oil palm plantations in Indonesia, including plasma. Our CPO is processed further into value-added bulk, industrial and branded products through our own
refineries, with a total capacity of 2.3 million tonnes per annum. SMART also distributes markets and exports palm-based consumer products. Besides bulk and
industrial oil, SMART‟s refined products are also marketed under several brands, such as Filma and Kunci Mas PT Smart Tbk 2014
PT SMART Tbk has a Policy to improve their Yield and reduce the pressure to open New Land. The strategy is supported by a comprehensive
management system and an internationally recognized Research and Development RD Department. In 2013, they achieved a CPO yield of 5.10 tonnes per
hectare while their plasma smallholders obtained 4.45 tonnes per hectare PT Smart Tbk 2014.
In PT Smart TB, the Research and Development department is under the upstream operation unit. They combine research institute and sustainability in one
department; it shows they conduct research and development in their organization to make their business more sustainable for long term. We can see the
organization structure of PT SMART Tbk in figure 7.
Figure 7 Organization Structure of PT SMART Tbk PT Smart Tbk 2014 Based on the information above, PT SMART Tbk is suitable as a sample
to learn about developing innovation in the palm oil industry. RnD Department of PT SMART has important role in increasing the productivity in the field, reducing
the production cost and also in developing new product.
III. 3. Participants
