Purpose This study aims to understand if and how European digital innovation hubs (DIHs) filling the role of knowledge brokers (KBs) can support the digital transformation (DX) of small and medium-sized enterprises (SMEs) by triggering open innovation (OI) practices. Design/methodology/approach After presenting a conceptual model of reference, a survey and a subsequent in-depth interview were conducted to capture evidence from Italian DIHs. These structures were selected for their growing importance, as confirmed by the National Plan for Industry 4.0. Findings The findings highlight that Italian DIHs act not only as KBs but also as knowledge sources that give rise to a digital imprinting process that is able to shape the DX of SMEs. Originality/value Research on knowledge sharing and OI has mainly focused on large firms. The study covers the gaps identified in the literature by considering the role of KBs in enabling SMEs to embrace DX.

No abstract

Purpose This study aims to understand how open innovation (OI) environments can help organizations in implementing knowledge sharing (KS) practices defusing KS barriers. Design/methodology/approach An in-depth case study analysis on the strategic technology and innovation management (STIM) consortium at the Institute of Manufacturing of the University of Cambridge was performed during the 2019 and 2020 STIM program editions. To analyze data, this paper used the interpretive structural model on a sample of 20 managers participating in the STIM consortium, and this paper carried out an exploratory in-depth case study analysis to validate the results. Findings The findings shed light on the role of OI environments in defusing KS barriers in the process of inter-organizational KS. Originality/value Notwithstanding the importance of KS practices among organizations, only a few studies have recognized and investigated the role played by OI arrangements in enhancing KS practices.

No abstract

Purpose This paper combines the literature on knowledge transfer and that on organizational behavior to analyze how perceived empowerment and perceived engagement affect knowledge transfer offices’ (KTOs’) performance, measured in terms of the number of license agreements. Design/methodology/approach The authors measured the cognitions which constitute perceived empowerment and perceived engagement through a survey sent to Italian KTOs’ professionals. The authors performed “fuzzy set qualitative analysis” to investigate if this cognition, together or in isolation, may influence KTOs’ management performance, measured by the number of license agreements. Findings The results highlight the role of individual cognitions in influencing KTOs’ performance. Furthermore, an important finding from the analysis of the main configurations is that the co-presence of perceived engagement and perceived empowerment leads to more license agreements only in the presence of specific individual cognitions. More precisely, the level of organizational citizenship behavior, the degree to which an individual influences results at work (degree of impact) and the value of a work goal (degree of meaning) are the cognitions which lead to a higher number of license agreements. Originality/value Despite the growing interest in the investigation of the determinants of KTOs’ performance, a relevant research gap still concerns the explanation of KTOs’ performance considering individual cognitions such as attitudes, norms, perceived behavioral control and intentions. This study looks at the combined effect of the individual cognition of perceived engagement and perceived empowerment on KTOs’ performances.

No abstract

PurposeThis study investigates the role of “soft” factors of total quality management – in terms of empowerment and engagement of employees – in facilitating or hindering organizational performance of the university technology transfer offices.Design/methodology/approachThe authors developed an Ordinary Least Squares (OLS), multiple regression model to test if empowerment and engagement affect organizational performance of the university technology transfer offices.FindingsThe authors found that “soft” factors of total quality management – in terms of empowerment and engagement – facilitate the improvement of organizational performance in university technology transfer offices.Practical implicationsThe authors’ analysis shows that soft total quality management practices create the conditions for improving organizational performance. This study provides practical implications by showing that, in the evaluation of the technology transfer office, not only the “hard” variables (e.g. number of employees and employee experience) but also the “soft” one (e.g. empowerment and engagement) matter. Therefore, university technology transfer managers or university technology transfer delegates should take actions to promote not only empowering employees but also create a climate conducive to employees' engagement in the university technology transfer offices.Originality/valueWith regards to the differences in organizational performances of university technology transfer offices, several studies have focused their attention on technology transfer professionals in technology transfer offices, but only a few of them have examined the “soft side” of total quality management. Thus, this study examines the organizational goals of technology transfer offices through “soft” factors of total quality management in terms of empowerment and engagement employees.

Purpose This study aims to combine open innovation (OI) and organizational learning (OL) literature in the context of strategic alliances. Design/methodology/approach The authors develop a conceptual framework that links OI to OL literatures. The authors empirically validate this framework through four representative cases of dyadic strategic alliances in which the allied partners have (mainly) adopted an inbound or outbound OI strategy and (mainly) used an experiential or experimental learning approach to access knowledge in the alliance. Findings The authors propose and validate a framework that links two well-known OI strategies (inbound and outbound) and two types of OL, namely, experiential and experimental learning. This, in turn, allows us to propose four different typologies of learning opportunities that could be pursued by alliance partners. Research limitations/implications The research offers a framework that links experiential and experimental learning to inbound and outbound OI strategies. However, the authors focused on inbound and outbound OI. The authors are aware that sometimes coupled innovation could take place in alliances. Practical implications This study proposes best practices for companies willing to open their innovation processes with alliance partners by bearing in mind the learning outcomes that may be exploited through the alliance. Originality/value This study highlights four alliance archetypes emerging from the nexus between OI strategies to OL methods.