Total views : 13

Application of Juran Trilogy and Triple Helix System for Successful Implementation of Service Projects – A Case of Rotary Eye-care Project


  • Hon. Chairman - Cataract-free RID 3190 Project, Rotary International District 3190, India


District 3190 is one of the 535 districts of Rotary International, a well-established service organization in the world, covering revenue districts of Bangalore Urban, Bangalore Rural, Chikkaballapur, Kolar, Mandya, Ramnagara, and Tumkuru of Karnataka and Chittoor of Andhra Pradesh. During the last two decades, Rotary clubs in district 3190 have successfully implemented several Eye-care Service projects.

Dr Joseph M Juran (1904-2008) was a charismatic figure, acknowledged worldwide for his extensive contribution to quality management. While often referred to as one of the leading figures of total quality management, much of Juran’s work actually preceded the total quality concept. He became a legend in his own time, and has been instrumental in shaping many of our current ideas about quality. He has explained his model of quality improvement on the basis of three universal processes which have been popularly named a Juran Trilogy.

Triple Helix systems provide a fine-grained view of innovation actors, relationships between them and knowledge flows within the system, in a vision of a dynamic, boundaryspanning diachronic transition between the Knowledge, Innovation and Consensus Spaces. Triple Helix systems accommodate both institutional and individual roles in innovation, and explain variations in the innovative performance in relation to the existence and development stage of the three spaces, the strength of relationships between them and their capacity to integrate various regional development strategies.

The case that forms the core part of this paper enumerates how a member of Rotary club, within the framework of the orgainsation, develops and implements eye-care project for the benefit of economically down-trodden, using principles of Juran Trilogy and Triple Helix System that have been evolved over years for meeting the challenges faced by businesses and government.


Rotary, Juran Trilogy, Triple Helix System, Service project, Eye-care, NPOs

Full Text:

 |  (PDF views: 1)


  • Certo, S.T., Miller T. (2008), “Social entrepreneurship: key issues and concepts”, Business Horizons, Vol. 51, No. 4, pp. 267–271.
  • Lasprogata, G., Cotton, M. (2003), “Contemplating ‘enterprise:’ the business and legal Challenges of social entrepreneurship”, American Business Law Journal, Vol. 41, No. 1, pp. 67–114.
  • Osberg S R., Martin R L. (2015), “Two Keys to Sustainable Social Enterprise”, Harvard Business Review, May 2015, pp. 86-94.
  • Ostrander, S.A. (2007), “The growth of donor control: revisiting the social relations of philanthropy”, Non-profit and Voluntary Sector Quarterly, Vol. 36, No. 2, pp. 356-372.
  • Potts, T. (2010). The natural advantage of regions: linking sustainability, innovation, and regional development in Australia. Journal of Cleaner Production, 18(8), pp. 713-725.
  • Ranga M., Etzkowitz H. (2013), “Triple Helix Systems: An Analytical Framework for Innovation Policy and Practice in the Knowledge Society, Industry and Higher Education, Vol. 27, No. 4, pp. 237-262.
  • Van de Ven, A.H., Sapienza, H.J, Villanueva, J. (2007), “Entrepreneurial pursuits of self- and collective interests”, Strategic Entrepreneurship Journal, Vol. 1, No. 3–4, pp. 353–370.
  • Wallace, S.L. (1999), “Social entrepreneurship: the role of social purpose enterprises in facilitating community economic development”, Journal of Developmental Entrepreneurship, Vol. 4, pp. 153–174.


  • There are currently no refbacks.