Government policy, university strategy and the academic entrepreneur: the case of Queensland's Smart State Institutes

Dodgson, Mark; Staggs, Jonathan

doi:10.1093/cje/bes004

Cited by 16 publications

(16 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These are not always balanced which cause even more uncertainty in the environment. With their case study Dodgson and Staggs () show how a successful university strategy implementation resulted from university leadership taking advantage of both national and regional policy conditions. Howells et al .…”

Section: Strategy Executionmentioning

confidence: 99%

Towards Strategic Actorhood? The Execution of Institutional Positioning Strategies at Finnish Universities of Applied Sciences

Vuori

2016

Higher Education Quarterly

View full text Add to dashboard Cite

Given the emerging interest in institutional positioning and to augment the small number of empirical studies in this field, this paper presents discussion about how Finnish universities of applied sciences implement their profiling strategies. The analysis is based on an examination of documents recently submitted by these institutions when reapplying for operating licences. The paper discusses how institutions refer to their positioning statements when introducing or responding to changes in their internal or external environments and questions whether or not positioning paves the way to strategic actorhood. The results suggest that the universities of applied sciences that most often refer to profiling statements have built different kinds of networks to support their positioning activities. Moreover, they have made considerable structural changes to implement their positioning strategies. The restructuring of human resource capacity required to execute the positioning strategy is discussed in the reapplication documents, albeit with a lesser emphasis.Higher Education Quarterly, 0951-5224

show abstract

Section: Strategy Executionmentioning

confidence: 99%

Towards Strategic Actorhood? The Execution of Institutional Positioning Strategies at Finnish Universities of Applied Sciences

Vuori

2016

Higher Education Quarterly

View full text Add to dashboard Cite

show abstract

“…However, relatively little is known about how firms incorporate the learning and knowledge gained from other non-financial policy measures to support the successful introduction of innovation. The impact of such programs goes beyond merely developing human capital to improve the expertise crucial to innovation (Dodgson & Staggs, 2012;Malik & Kotabe, 2009). These programs also contribute to generating and developing slack, which provides an internal incentive for a firm to engage in innovation so that it grows (Cyert & March, 1963;Penrose, 1959).…”

Section: Government Non-financial Assistance and Innovationmentioning

confidence: 99%

“…The rationale behind government support for innovation is to help a heterogeneous group of firms to improve their innovation processes and outcomes and other management practices (Dodgson & Staggs, 2012). These support programs therefore aim at firms across a range of industries.…”

Section: Government Support and Innovationmentioning

confidence: 99%

“…For instance, participating in training courses provided by government -a form of HR supporting measure, may help these firms to improve their managerial practices and theoretically can, in turn, support the introduction of new products or business processes. However, developing economy SMEs are often not able to absorb the benefit of knowledge acquired through these programs or to apply it innovation (Dodgson & Staggs, 2012;Malik & Kotabe, 2009). Because less-developed institutions these SMEs may not be able to derive such supporting programs to promote innovation.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Innovation capability development in small and medium enterprises in Vietnam

Nguyên¹

View full text Add to dashboard Cite

Developing human capital promotes national competitiveness for two reasons: first, this development improves the knowledge and skills of a nation's labour force, and thus makes it economically more competitive within international markets. Second, for individual firms, having a well-developed human capital enables them to elevate their competitiveness because these employees develop new products or production methods. However, how firms can improve their own human capital to support innovation remain unclear, especially in developing economies where innovation patterns differ from developed ones. Therefore, this thesis seeks to answer the question: "How do employee development practices support innovation in developing economy firms?" Three papers focus on three different employee development practices namely investing in marketing staff, training employees and accessing to government non-financial support result from this research into how human capital relates to firms' innovation. This thesis uses a panel dataset from Vietnamese small and medium enterprises (SMEs). Taking this approach allows this thesis to offer new insight to academic research, the business world, and policy makers regarding SME innovation in a developing economy, in this case, Vietnam.

show abstract

“…Despite the potential conflict of interest between universities and industry, collaboration can benefit both parties (D'Este & Perkmann, 2011;Dodgson & Staggs, 2012;Philpott et al, 2011).…”

Section: Benefits Of Collaboration In Entrepreneurship In Universitiesmentioning

confidence: 99%

Social sciences research commercialisation: the case of one Australian university

Joesoef¹

View full text Add to dashboard Cite

Commercialisation is mainly seen as the purview of science, technology, and engineering research. The focus of commercialising research is the inherent characteristics, valorisation, and translation mechanisms of science, technology, and engineering. In Australia, the commercialisation of social sciences research is often not considered or is even discouraged despite its benefits. This thesis argues that the often intangible, but no less economically valuable or impactful, social science research also generates insights that may drive business success and social progress. Collaboration is core to the success of research commercialisation, which can be used to supplement university income and disseminate research results. This research investigated how the stakeholders, who collaborated through university entrepreneurship in one Australian university to commercialise research in the social sciences, managed the competing logics that arose during collaboration. The research question asked: How is collaboration in research commercialisation in the social sciences negotiated in view of the institutional logics of universities, government, industry, and research commercialisation offices? Understanding the practices and strategies of research commercialisation embraced by university-based social scientists and their industry collaborators contributes to the fields of scholarship in university entrepreneurship, institutional logics, stakeholder theory, and triple helix studies. This thesis presents four nested studies that draw together insights from university researchers, industry partners, government officials, and the staff of the research commercialisation office involved in the commercialisation of social science research in the context of one Australian university. Study 1 reviewed the literature systematically to address the question: How does government create a favourable university entrepreneurship ecosystem in Australia through its policies? Using interview data from organisations such as a university, industries, and a research commercialisation office, Studies 2 and 3 addressed the questions: What are the characteristics, impediments and impacts of social sciences research for a university? and How does a university include the social sciences in collaboration where commercial interest is the main focus? Study 4 used within-and cross-case analyses of interview data with academics, industry partners, and research commercialisation office (RCO) staff to investigate the question: How do individual stakeholders collaborate amid competing logics in a social sciences context? Studies 2, 3, and 4 thematically analysed individual and organisational levels of collaboration as the micro-level unit of analysis (individuals) was embedded in the macro-level unit of analysis (the university).

show abstract

Government policy, university strategy and the academic entrepreneur: the case of Queensland's Smart State Institutes

Cited by 16 publications

References 14 publications

Towards Strategic Actorhood? The Execution of Institutional Positioning Strategies at Finnish Universities of Applied Sciences

Towards Strategic Actorhood? The Execution of Institutional Positioning Strategies at Finnish Universities of Applied Sciences

Innovation capability development in small and medium enterprises in Vietnam

Social sciences research commercialisation: the case of one Australian university

Contact Info

Product

Resources

About