Market globalization, advances in science and technology, especially in the media and transportation sectors, have allowed the emergence of new market niches, with more demanding consumers, and also, increased competition among companies (ORTIZ, 2003). In this scenario, there are micro and small enterprises - MSE, which in some way, promote distribution of income and ensure social stability, since they are responsible for significant portion of employment generation opportunities and income in the country. However, studies highlight MSEs' technical and productive vulnerability, which is reflected in higher rates of bankruptcy and social obligations and tax default (SEBRAE, 2009).These economic agents, often less prepared to compete, but essential to countries economic and social development, have been awarded with public policies, which are aimed at encouraging entrepreneurship, giving priority to training in management and production methods (CASSIOLATO & LASTRES, 2001). Among them, it is possible to emphasize the establishment of MSEs collaborative networks, as well as, training of their managers and operational teams, and providing access to technical expertise, in order to support innovation activity in products and processes (MATTOS et al., 2009).In order to optimize the distribution of public resources for the aforementioned purpose, government officials have been opted for adoption of the Triple Helix model, whereby government coordinates the interaction between academia and industry and encourages the sharing of universities' infrastructure, knowledge, methods and techniques, from management to operation area. This paper aims to highlight the characteristics of the strategic positioning of small businesses that participate in two networks of cooperation, operating in the south of the country, paying attention, especially, to the process of the conception of the individual and collective strategies built on programs training in innovation, products and processes, in interaction with the staff of the local university extension agents, aiming the creation of competitive advantage. In order to achieve the research aim, it was conduct a multi-case and exploratory study through semi-structured interviews and narrative analysis. The results have revealed that the development capabilities to innovate in products and processes, arising from the public program inside the Triple Helix model, have contributed to the design of effective strategies of the organizations involved in two cooperation networks analyzed, which gave priority in their strategic positioning, product innovation and processes.
Small and Medium Enterprises; Triple Helix; Strategy; Cooperation Networks