Industry-university collaborations (IUCs) have received increased attention in management practice and research. The need for innovation in today's business environment and the ambition of policymakers to commercialize academic knowledge intensify this trend. However, although research has devoted considerable effort to finding the determinants of success for interfirm collaboration, much less is known about IUCs. This article presents the results of a systematic review of the literature on the collaboration between industry and universities. We perform an extensive analysis of research published on industry-university collaboration projects with the objective of distilling factors that influence the success of such collaborations. We propose a novel conceptual model, which synthesizes our empirical results, and use it to organize and categorize influencing factors and their interrelationship within the collaboration process. Based on our review of existing literature, we identify an agenda for future research in this domain.

Among frequently used motivation theories some are built on the premise of work happening in the 60s and 70s. Since work life has changed dramatically the question arises whether these theories are still valid. This study validates the longstanding need theory of McClelland (Am Psychol 40 (7): [812][813][814][815][816][817][818][819][820][821][822][823][824][825] 1985. doi:10.1037/ 0003-066X.40.7.812) using neuroscientific methods as a new lens of analysis. It neurally tests the assumptions that (1) heterogeneous rewards may result in similarly rewarding effects and (2) that these effects are enhanced if a reward closely matches an employee's need. Therefore, we conducted an fMRI-study (n = 44; 29$; M age = 25.00, SD age = 2.26) in which participants completed decision tasks before receiving the heterogeneous rewards high income, respectful leadership and a company car. Additionally, participants provided information on their need for achievement, affiliation and power. Results show that the heterogeneous types of rewards lead to overlapping neural activations in parts of the brain's reward circuitry, such as the putamen or caudate. Additionally, each of these rewards uniquely activates brain areas not stimulated by other reward types. A closer matching between the type of reward and the participants' individual needs results in stronger neural activations in the reward circuitry. These findings support and enhance key assumptions of need theory on a neural level and further promote a personality-based approach to work motivation. From a practical standpoint they suggest need-tailored reward systems for organizations and an increased use of rewards other than money.

Motivation plays a crucial role in leadership, particularly when facing difficult situations and decisions. This long-term study investigates whether vocational interests predict an individuals motivation to lead (MtL). Moreover, it examines whether the link between vocational interests and MtL is mediated by the extent and success of prior leadership experiences. To this end, 471 participants (291 male, 180 female, M age 5 22.65, SD age 5 7.95) provided information on their vocational interests. Two years later, participants rated their MtL and provided information on both the extent of their prior leadership experiences and the respective success gained from these. Results show that enterprising and conventional interests positively affect MtL two years later. Additionally, enterprising and social interests also indirectly influence a persons motivation to lead through the extent and success of prior leadership experiences: people with higher enterprising and social interests report more prior experience in leading. This experience is linked to more self-perceived leadership success, which consequently enhances these persons motivation to take on leading roles. These findings enrich theory on the antecedents and malleability of MtL. From a practitioners view, the findings equip recruiters with information on how to search for motivated leaders and how to maintain their motivation.

Purpose-The purpose of this paper is to clarify whether the dark side of personality adds information beyond the bright side when predicting career success. Design/methodology/approach-In total, 287 participants (150♀, M age ¼ 37.74 and SD age ¼ 10.38) completed questionnaires on the Dark Triad (narcissism, Machiavellianism and psychopathy) and the Big Five (emotional stability, extraversion, openness, agreeableness and conscientiousness). They also provided information on their objective (salary and leadership position) and subjective (job satisfaction and satisfaction with income) career success. Regression analyses were used to estimate the Dark Triad's incremental predictive value. Findings-The results show that the Dark Triad only provides incremental information beyond the Big Five when predicting salary (ΔR 2 ¼ 0.02*) and leadership position (ΔR 2 ¼ 0.04*). In contrast, the Dark Triad does not explain unique variance when predicting job satisfaction or satisfaction with income. Research limitations/implications-The exclusive use of self-rated success criteria may increase the risk of same-source biases. Thus, future studies should include ratings derived from multiple perspectives. Practical implications-Considering the Dark Triad in employee selection and development seems particularly promising in the context of competitive behaviour. Social implications-The results are discussed in light of the socioanalytic theory. This may help to better understand behaviour in organisational contexts. Originality/value-This study is the first that simultaneously investigates all three traits of the Dark Triad and the Big Five in combination with objective and subjective career success. In addition, it extends previous findings by answering the question of whether the Dark Triad offers incremental or redundant information to the Big Five when predicting success.

The study investigated if personality can explain why certain managers are prone to overrate or underrate their own effectiveness. Thus, the relationship between self–other agreement of effectiveness and personality was studied. In total, 214 managers completed a multisource feedback and provided personality data on the Myers–Briggs Type Indicator. Results show that more extraverted leaders overrated their effectiveness in relation to their supervisors but had more accurate perceptions when self–peer and self–subordinate ratings were compared. Leaders with an intuition preference had more accurate perceptions when comparing self and supervisor or subordinate ratings while leaders with judging preferences received lower subordinate than self-ratings. Findings show that personality partly explains why leaders overrate or underrate their effectiveness and thus can be used for understanding leaders’ careers.