Absorptive Capacity, Research Output Sharing, and Research Output Capture in University-Industry Partnerships

Lascaux, Alexander

doi:10.1016/j.scaman.2019.03.001

Cited by 22 publications

(12 citation statements)

References 123 publications

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“…"Exploration can be when it's an innovative project in the area of the client, then we do a lot of knowledge development" (Division director 1,Noventum); "Some of our clients use it as a kind of protected playground to try out new ideas." (Senior consultant, viadee) In his research on business partnerships, Lascaux [21] mentions the importance for organizations to maintain mutual trust and engage in repeated interactions with familiar partners and this has been observed in both case companies: "We have lots of long-term customers, with established trusted relationships. One client, the first sentence after the greeting was: ignore the contract, just look around and do something useful" (Senior consultant, viadee); "We are the hired chef that brings in a cook, servants, pots, pans, food, but we're cooking with a team that's made up of the client that is already using the kitchen, using a restaurant metaphor" (Division director 2,Noventum) The service philosophy of both organizations highlights a holistic view of consultant -client relationship, which requires technically, methodically but also socially competent consultants.…”

Section: Exploration Through Exploitationmentioning

confidence: 99%

Developing Ambidextrous Routines in the IT Service Provider Industry

Vieru¹,

Klein²,

Bourdeau³

et al. 2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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This study explores ambidextrous practices and distinctive leadership styles in interorganizational settings of two German medium sized IT service providers. We draw on the theory of routines-as-practices and on the organizational ambidexterity literature to analyze organizational practices aiming at both potential for change (exploration) and stability (exploitation). We identify two distinct modes of contextual ambidexterity, whereby one capability is used to improve the other, i.e. 'exploration for exploitation', an orientation towards continually improving the quality of the service delivery, and 'exploration through exploitation', an approach of project-driven learning. We highlight and classify a multi-layered repertoire of ambidextrous routines across the three levels of analysis: leadership, project team, and client relations. Our findings illustrate elaborate management repertoires of interventions with respect to culture, structures, policies or practices, which are aligned with the ecosystem within which both companies are operating.

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Section: Exploration Through Exploitationmentioning

confidence: 99%

Developing Ambidextrous Routines in the IT Service Provider Industry

Vieru¹,

Klein²,

Bourdeau³

et al. 2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…Quanto à absorção da incerteza, empresas em RIO são motivadas a se envolver em atividades de aprendizagem conjuntas, a fim de ganhar algum controle ou de reduzir suas consequências (Selnes & Sallis, 2003). Para tanto, os interfaceadores (ou boundary spanners)atores e representantes organizacionais, são capazes de estreitar as relações interorganizacionais, contribuindo para rotinas de cooperação, AI e criação de capital relacional (Aldrich & Herker, 1977;Larentis et al, 2019;Lascaux, 2019;Rajala, 2018). Nesse aspecto, a rotatividade de pessoal, principalmente entre os interfaceadores, tem o potencial de enfraquecer os RIO (Pettersen, 2001).…”

Section: Elementos Constituintes Das Dimensões De Aiunclassified

Bases, processes, results and contexts of interorganizational learning in cooperation networks: A multiple case study

Borelli

Larentis

Wegner

2021

REGEPE

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Objective: To analyze the constitution of bases, processes, outcomes and contexts of interorganizational learning in cooperation networks. Method: Multiple case study through interviews and document analysis was performed in three cooperation networks, with a predominance of micro and small companies in the industry, commerce and services segments. Main results: Interorganizational learning can be identified on an interorganizational basis, by strengthening the network companies’ competitiveness, providing opportunities for joint participation in activities. Learning processes – formal and informal – have occurred through the exchange of experiences and knowledge sharing. As outcomes, aspects learned in the network have been used internally by companies, which involves their paths and expectations. Theoretical / methodological contributions: We have highlighted the constitution of interorganizational learning, that is, bases, processes and outcomes, as well as their interactions with the context. Relevance / originality: The study contributes to the knowledge in interorganizational learning, especially in its processes, by taking in consideration the importance of multilevel analysis. It expands the scarce number of studies that investigate learning in cooperation networks. Social / managerial contributions: The importance of learning and knowledge generated from interorganizational relationships, with an emphasis on the role of the boundary spanners and on contextual aspects in order to promote qualification of internal processes and to expand the comprehension of costs and risks involved.

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“…Firms and universities collectively advance proposals for solutions and create value through their collaborative projects (Lascaux 2019). The concept of the entrepreneurial university cannot be limited to the context of research-intensive institutions only (Abreu et al 2016).…”

Section: Entrepreneurial Universitymentioning

confidence: 99%

“…Researchers perceive benefits from research publication, such as promotion and tenure; in addition, researchers expect that collaborative research can increase the practitioners´ adoption of their research results for that reason researchers find university-industry collaboration attractive (Rajaeian et al 2018). On its behalf, university seeks to retain new knowledge co-created in collaboration with the purpose of recombining, enriching, and advancing this knowledge in subsequent research projects (Lascaux, 2019).…”

Section: Factors Associated To the University-industry Collaborationmentioning

confidence: 99%

University-Industry Collaboration. An Exploration of An Entrepreneurial University in Mexico

Puerta-Sierra¹,

Villazul²

2020

Journal of Technology Management & Innovation

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This research aims to explore the university-industry collaboration in a public university in Mexico. This research considers the resear-chers´ perception of organizational factors and the researchers´ characteristics as drivers of the university-industry collaboration. The research design of this study was quantitative. Findings indicate that the researchers´ participation in innovation projects is low. The researchers´ perception about some organizational factors to collaborate with industry is negative. Data shows that researchers consider complicate to establish a relationship with industry that is mainly related to organizational factors. In addition, important findings of this study suggest that researchers´ gender influence the university-industry collaboration.

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Absorptive Capacity, Research Output Sharing, and Research Output Capture in University-Industry Partnerships

Cited by 22 publications

References 123 publications

Developing Ambidextrous Routines in the IT Service Provider Industry

Developing Ambidextrous Routines in the IT Service Provider Industry

Bases, processes, results and contexts of interorganizational learning in cooperation networks: A multiple case study

University-Industry Collaboration. An Exploration of An Entrepreneurial University in Mexico

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