Critical assessment of entrepreneurial and innovative universities index of Turkey: Future directions

Gür, Ufuk; Oylumlu, İkbal Sinemden; Kunday, Özlem

doi:10.1016/j.techfore.2016.09.008

Cited by 27 publications

(15 citation statements)

References 23 publications

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“…In general, the variables and institutional factors adopted within this study were chosen because of their proven high relevance to the topic of country-specific TT. This has been confirmed by numerous published research studies (Gür et al 2017;Chang et al 2009) as well as statements issued by influential institutions, such as the World Intellectual Property Organization(WIPO) (Cervantes 2008) and the Organisation for Economic Co-Operation and Development (OECD) (Daglio et al 2015), as well as state governments and global companies involved in patent activities (Manyika et al 2013). A good example is seen in the work of Sanberg and McDevitt (2013).…”

Section: Methodsmentioning

confidence: 80%

Perspectives of University-Industry Technology Transfer in African Emerging Economies: Evaluating the Nigerian Scenario via a Data Envelopment Approach

Fadeyi

Stemberkova

Afolayan³

et al. 2019

Social Sciences

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All of Africa’s emerging economies are faced with developmental challenges, which can be partly ameliorated using effective University–Industry technology transfer. While technology transfer remains at the infant stage, sparsely documented, and with no complex ongoing processes in many African societies, Universities in Africa are making efforts in University–Industry collaborations aimed at bringing significant improvements to the continent in a bid to drive national innovation and regional economic development. In this paper, we attempt to evaluate the progress made so far by Nigerian Universities in technological innovation transfer, in order to suggest ways for possible future progress. To do this, crucial technology transfer resource factors (inputs), namely, the number of linkage projects funded by the “African Research Council” (ARC), consortium membership of the University’s technology transfer office, and the number of doctoral staff at the University’s technology transfer office, were checked against a set of performance measures (number of executed licenses, amount of licensing royalty income, number of spin-offs created, and the number of spin-offs created with university equity), using data envelopment analysis and multiple regression, respectively. Results suggest that Universities that possess better resource factors reported higher outputs on most of the performance indicators applied. In addition, it was observed that Universities with greater ability to effectively transfer knowledge had higher technology commercialization performance and financial sustainability. The implication of these results is that Universities in Africa need to develop in line with the technology transfer resource (input) factors suggested within this study, as this is the way to go for better performance.

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Section: Methodsmentioning

confidence: 80%

Perspectives of University-Industry Technology Transfer in African Emerging Economies: Evaluating the Nigerian Scenario via a Data Envelopment Approach

Fadeyi

Stemberkova

Afolayan³

et al. 2019

Social Sciences

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“…While the access to strong R&D funds can allow researchers to undertake curiosity driven exploration and may lead to technology transfer success later on, it is often the commitment to developing an entrepreneurial culture on campus that ensures maximum effectiveness of all the efforts in research and technology innovation (Allen & O'Shea, 2014). The ability to leverage scarce resources entrepreneurially to become a high‐ranking institution facilities peer‐effect (Gür, Oylumlu, & Kunday, 2016) and enhances the ability of universities to attract and retain the talent. Thus, we propose that:H2 The EO of the university is positively related to comprehensive university performance metrics.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Does university entrepreneurial orientation matter? Evidence from university performance

Balasubramanian

Yang

Tello

2020

Strategic Entrepreneurship

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Research Summary: As a firm-level attribute, entrepreneurial orientation (EO)'s beneficial relationship to firm performance has been established in the corporate sector; however, its implications in other sectors including university settings remain a rather underexplored area. Based on a sample of 107 universities in the United States, we examine the impact of EO on a wide range of university performance measures from commercialization of intellectual property to more comprehensive university performance metrics. Our findings underscore the critical importance of EO in the context of universities and also reveal the moderation effects of university characteristics such as size and the presence of science, technology, engineering and math (STEM) focus.

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“…In the proposed case, we address universities' third mission systems, that is, those systems through which universities co-create knowledge-based value by interacting with the external environment (the other two missions of universities consist in co-creating value with the students and the scholarly community: teaching and research, respectively) (Fuster, Padilla-Meléndez, Lockett, & Del-Águila-Obra, 2019;Sánchez-Barrioluengo & Benneworth, 2019;Secundo, Elena Perez, Martinaitis, & Leitner, 2017). This case is particularly interesting because the identification of key variables/indicators and cause-effect relationships is typically controversial in university ecosystems (De Bernardi, Azucar, Forliano, & Bertello, 2020;Garcia-Perez-de-Lema, Madrid-Guijarro, & Martin, 2017;Gür, Oylumlu, & Kunday, 2017;Kapetaniou & Lee, 2017;Mejlgaard & Ryan, 2017;Montesinos, Carot, Martinez, & Mora, 2008).…”

Section: Introductionmentioning

confidence: 99%

Institutional Logics Analysis for Enabling Collaborative DPM Processes: Universities’ Third Mission Performance as an Illustrative Example

Ricciardi

Bernardi

Forliano

et al. 2020

System Dynamics for Performance Management &Amp; Governance

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The literature increasingly encourages public managers and policymakers to develop recursive cycles of collective and collaborative mental model formalisation for improved organisational learning, reporting, and decision-making. Dynamic Performance Management (DPM) is a promising approach to address this challenge. However, the actors involved in the system under study often display different cultures, values and social expectations, which may hinder successful collaboration around a DPM modelling process. Our study develops a process for mapping the different institutional logics that are likely to influence the DPM modelling processes in a certain context, thus creating the conditions for a more systematic, inclusive and collaborative DPM modelling process. Also, this study provides an illustrative example of the proposed institutional-logics-based approach to DPM by identifying the different public value resource stocks that are expected to result from universities' third mission.

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Critical assessment of entrepreneurial and innovative universities index of Turkey: Future directions

Cited by 27 publications

References 23 publications

Perspectives of University-Industry Technology Transfer in African Emerging Economies: Evaluating the Nigerian Scenario via a Data Envelopment Approach

Perspectives of University-Industry Technology Transfer in African Emerging Economies: Evaluating the Nigerian Scenario via a Data Envelopment Approach

Does university entrepreneurial orientation matter? Evidence from university performance

Institutional Logics Analysis for Enabling Collaborative DPM Processes: Universities’ Third Mission Performance as an Illustrative Example

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