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Universities are in a current state of transition, whereby they are expected to develop a wide range of relationships with stakeholders in order to enhance regional innovation systems. However, despite external environmental pressures commonly regarded as one of the main drivers of business model evolution, there is a lack of studies that explore business model innovation as a result of multiple stakeholder influences. Accordingly, the aim of this paper is to examine the changing university business model within a region of the United Kingdom, using a stakeholder perspective that will aid theoretical development and refinement in both the business model and stakeholder fields. This examination is aided by consideration of the university business model as an activity system. Repeat interviews, combined with stakeholder theory, have been used to show how the changing university business model–stakeholder relationship has progressed through different stakeholder stages with resultant changes in content, structure and governance. Furthermore, conflicting objectives between each of the stakeholder groups (i.e. academics, industry liaison staff, technology transfer office staff and government support agency representatives) have led to the university business model evolving not as a process of co‐creation but rather in a series of transitions whereby multiple stakeholders are continually shaping the university business model through strategies that are dependent upon their salience. Finally, this paper contributes to the development and refinement of business model innovation research, in that the use of stakeholder constructs can illustrate the impact of multiple stakeholders' power and influence on business model innovation.

Compares the perceptions of both large organisations and small-to medium-sized enterprises (SMEs) at a meta level in regard to knowledge management (KM) to improve overall understanding and synthesis of the philosophy and to develop sector-specific learning in the SME sector. First, identifies and describes the key dimensions of KM using a socially constructed KM model. Second, uses a survey of large (> 250 employees) and SME (< 250 employees) organisations to investigate the perceptions of the KM dimensions. Third, reviews a series of qualitative social constructionist workshops, involving both large and SME organisations which were run to gain a deeper insight into the sectoral comparisons. The results indicate that KM is understanding and implementation is developing in the large organisation sector and knowledge is recognised as having both scientific and social elements. However, the SME sector was less advanced with a mechanistic approach to knowledge and a lack of investment in KM approaches and systems.

Within recent years, there has been a rapid expansion of the University's role in economic development. This has resulted in University Technology Transfer (UTT) taking place within an increasingly complex network of regional stakeholders. This complexity has resulted in quadruple helix models where the triple helix model of academia, industry and regional government now includes societal based innovation users as a fourth helix. Despite this development, extant research is fragmented and lacks coherent frameworks and conceptualisations which fully depict the dynamic and evolving nature of UTT. Accordingly, this article reviews Mode 2 UTT from a quadruple helix perspective to identify key themes to develop a research agenda which reflects progression from a triple into a quadruple helix ecosystem.

Increased understanding of knowledge transfer (KT) from universities to the wider regional knowledge ecosystem offers opportunities for increased regional innovation and commercialisation. The aim of this article is to improve the understanding of the KT phenomena in an open innovation context where multiple diverse quadruple helix stakeholders are interacting. An absorptive capacity-based conceptual framework is proposed, using a priori constructs which portrays the multidimensional process of KT between universities and its constituent stakeholders in pursuit of open innovation and commercialisation. Given the lack of overarching theory in the field, an exploratory, inductive theory building methodology was adopted using semi-structured interviews, document analysis and longitudinal observation data over a three-year period. The findings identify five factors, namely human centric factors, organisational factors, knowledge characteristics, power relationships and network characteristics, which mediate both the ability of stakeholders to engage in KT and the effectiveness of knowledge acquisition, assimilation, transformation and exploitation. This research has implications for policy makers and practitioners by identifying the need to implement interventions to overcome the barriers to KT effectiveness between regional quadruple helix stakeholders within an open innovation ecosystem.

2002),"Critical success factors for the successful implementation of six sigma projects in organisations", The TQM Magazine, Vol. 14 Iss 2 pp. 92-99 http:// dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Abstract Increasing competitive pressure in all business sectors (e.g. private, public SME) is reflected in the continuing quest for business improvement philosophies and methodologies to address this challenge. Recent developments have included increased organisational and academic interest in the six sigma approach to business improvement. There are many organisational examples (mainly USA and UK based) of large scale improvements in defect and process measures attributed to this approach. However, there is a paucity of critical studies on six sigma beyond that of "how to" and that of descriptive accounts, with a focus on measures and results rather than employee involvement and motivation. The aim of this paper is to explore the development of six sigma in a multilevel case analysis, from both a process perspective and a people perspective. The findings show that the case organisation had to widen its conception and application of six sigma to include people and organisational criteria to enable the approach to become embedded in the organisation.

There is an increasing interest in the area of knowledge management (KM) within organisations and academia. Because of the emergent nature of the field there is a lack of classification of suitable knowledge management models to use in conducting further research, literature evaluation and organisational applications. This paper discusses the definitions and classifications of knowledge management, representing a wide spectrum of views from mechanistic to more socially orientated. An evaluative framework is established from which three knowledge management models can be critically discussed. Three KM model classifications are critiqued, namely knowledge category models, intellectual capital models and socially constructed models. Finally a modified KM model is tentatively suggested to act as a useful guide for further research and organisational application. This model takes a holistic approach to scientific and socially constructed knowledge, assuming the need for both emancipatory and business benefits from KM. The model represents KM as a highly recursive process, rather than sequential.

Knowledge management is an emergent and eclectic body of knowledge which covers the systematic management of knowledge, of all kinds, within all levels and types of organisations. The relative newness of the area as a management philosophy has resulted in most research and practical application studies being based in large private sector organisations. There is relatively little information on knowledge management in the private sector, and even less on private‐public sector knowledge management comparisons. Compares the perceptions of both private and public sector organisations in regard to knowledge management to improve overall understanding and to develop sector specific learning. First, the key dimensions of knowledge management are identified using a developed knowledge management model. Second, a survey of public and private sector organisations is used to investigate perceptions of the knowledge management dimensions. Third, there are a series of qualitative social constructionist workshops, involving both private and public sector organisations which were run to gain a deeper insight into sectoral comparisons. It was found that knowledge management was more developed as a management philosophy in the public sector. This development has been caused by continual pressure for increased efficiency, reduced resources and improved quality within the public sector.