2009
DOI: 10.1080/09654310802618010
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Technology Transfer between Technology Centres and SMEs: Evidence from the Basque Country

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Cited by 23 publications
(37 citation statements)
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References 39 publications
(33 reference statements)
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“…Firstly, enterprises with an orientation towards radical innovations are involved in science-based collaboration with universities (Kenney and Mowery 2014;O'Connor and De Martino 2006). Traditionally, rather than intrapreneurial and commercial innovation practices, enterprise-university partnerships are characterized by an absorptive capacity of inflows knowledge as well as possibilities to access to R&D public funding, qualified/specialized personnel, and technological capabilities (Cohen and Levinthal 1990;Belderbos et al 2004;Colombo et al 2004;Astrom et al 2008;Olazarán et al 2009). In this sense, the strategic purposes behind university-enterprise partnerships are learning/acquiring new external knowledge, technological regeneration, absorption of new skills, and development of radical or long-term innovations, through, for example, networking or outsourcing (Bonaccorsi et al 2013;Kenney and Mowery 2014;Gassmann 2006;Grimaldi et al 2011;Nambisan et al 2012).…”
Section: University-enterprises' Innovation Practices Motivated By Stmentioning
confidence: 99%
“…Firstly, enterprises with an orientation towards radical innovations are involved in science-based collaboration with universities (Kenney and Mowery 2014;O'Connor and De Martino 2006). Traditionally, rather than intrapreneurial and commercial innovation practices, enterprise-university partnerships are characterized by an absorptive capacity of inflows knowledge as well as possibilities to access to R&D public funding, qualified/specialized personnel, and technological capabilities (Cohen and Levinthal 1990;Belderbos et al 2004;Colombo et al 2004;Astrom et al 2008;Olazarán et al 2009). In this sense, the strategic purposes behind university-enterprise partnerships are learning/acquiring new external knowledge, technological regeneration, absorption of new skills, and development of radical or long-term innovations, through, for example, networking or outsourcing (Bonaccorsi et al 2013;Kenney and Mowery 2014;Gassmann 2006;Grimaldi et al 2011;Nambisan et al 2012).…”
Section: University-enterprises' Innovation Practices Motivated By Stmentioning
confidence: 99%
“…This feature has influenced the specialization and the services offered, consisting of laboratories and testing, assessment and training adapted to firms' needs. The main concern has been solving immediate technical problems to maintaining competitiveness, through process innovation (Olazarán et al, 2009). The main drawback is the sparse contract R&D resources from firms and therefore the possibilities for acquiring scientific input.…”
Section: Interface Organizationsmentioning
confidence: 99%
“…La I+D+i no está entre las prioridades de las PYMES, por esta razón, existe un número importante que no se involucra en proyectos de I+D (Aström, Eriksson y Arnold, 2008;Olazaran, Albizu y Otero, 2009;Roessl, Kesler y Fink, 2010). Las organizaciones no suelen acudir a los centros de innovación y desarrollo tecnológico.…”
Section: La Cultura Innovadoraunclassified
“…Esto ocurre común-mente en PYMES de sectores con una intensidad tecnológica baja (Santamaría, García y Rialp, 2002). Además, existen otras dificultades, como la falta de confianza de las organizaciones que protegen sus conocimientos o que temen compartir su know-how interno Olazaran et al (2009).…”
Section: La Cultura Innovadoraunclassified
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