The determinants of academic research commercial performance: Towards an organizational ambidexterity perspective

Chang, Yuan‐Chieh; Yang, Pei‐Chi; Chen, Ming‐Huei

doi:10.1016/j.respol.2009.03.005

Cited by 160 publications

(104 citation statements)

References 54 publications

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“…In this paradigm the concept of ambidexterity has further evolved into a more collective managerial capability, pursued by diverse actors of civil society and various productive sectors, such as small and medium enterprises (Chang et al, 2011), supply chain networks (Narasimhan and Narayanan, 2013), projects (Li and Huang, 2013), entrepreneurial universities (Ambos et al, 2008;Chang et al, 2009;Tahar et al, 2011), family (Koenig et al, 2013), and individual-leadership levels (Rosing et al, 2011). In netchains, there is an aggregative and complex setting of networks with multiple actors at multiple levels.…”

Section: Ambidexterity In Netchainsmentioning

confidence: 99%

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Perdomo

Farrow²,

Trienekens

et al. 2016

Journ. Chain and Network Sc.

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The Sub-Saharan African smallholder agricultural sector faces multiple and usually complex challenges, which can potentially be overcome by collective action. Smallholder farmers and other value chain stakeholders can tackle temporal, structural and contextual challenges by joining multi-level innovation networks to benefit collectively from shared information, knowledge, improved capacities and economies of scale in a process of innovation. Ambidexterity is a capability of innovation networks to balance exploration and exploitation dynamics in an innovation process, and is applicable at multiple levels: individuals, leaders, champions, teams and clusters. In the paradigm of open innovation, these levels become intertwined in hybrid social structures of innovation netchains. The objective of this paper is to describe the roles and identify the stakeholders that play those roles in an innovation process. We present case studies on farmer groups who participate in collective action and we compare multi-stakeholder platforms with other configurations of actors that tackle challenges in potato netchains in three Sub-Saharan African countries. We track and analyse innovation trajectories for six cases adapting netchain analysis techniques linking roles with the challenges faced at particular stages of each innovation trajectory. We find three management designs for fostering exploration and exploitation: (1) exploratory or exploitative management designs for small innovation networks; (2) exploitative management designs for larger networks; and (3) ambidextrous management designs for multi-stakeholder networks. Traditional roles played by managers are identified to manage exploration and exploitation in an ambidextrous way, but also evidence of roles of civil society actors facilitating collective action for the emergence of multi-stakeholder cooperatives. Since ambidexterity is about dynamism, we identified three types of mobility to be fostered when tackling challenges in an innovation process: (1) mobility-dynamism of the innovation process over time; (2) structural-knowledge mobility in innovation networks; and (3) boundary mobility.

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Section: Ambidexterity In Netchainsmentioning

confidence: 99%

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Perdomo

Farrow²,

Trienekens

et al. 2016

Journ. Chain and Network Sc.

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“…2011;Gibson & Birkinshaw, 2004). Thus, HEIs should strive for a balance that can ensure flexibility and innovation in building on academic freedom (explorative learning mode) on the one hand, and reinforces routinisation of procedures to such an extent that prospering working conditions are created (exploitative learning mode), on the other hand (Chang et al, 2009). However, due to a greater application of management business concepts and a rising significance of management tasks (Kehm & Lanzendorf, 2007;Nickel, 2011) top-down processes are perceived as increasingly important (Chang et al 2009).…”

Section: Discussion and Reflectionmentioning

confidence: 99%

“…However, due to a greater application of management business concepts and a rising significance of management tasks (Kehm & Lanzendorf, 2007;Nickel, 2011) top-down processes are perceived as increasingly important (Chang et al 2009). Yet, a bottom-up, flexible context which is part of a long established and traditional university culture (Ambos et al, 2008;Chang et al, 2009) is critical in the development of innovative and explorative HE structures (Chang et al, 2009;Ambos et al, 2008).…”

Section: Discussion and Reflectionmentioning

confidence: 99%

Harmonising the Interface Between Academic and Administrative Mind-Sets

Preymann

Sterrer

Ehrenstorfer

et al. 2016

Global Challenges, National Initiatives, and Institutional Responses

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“…С другой стороны, являясь участниками конкурентного рынка интеллектуальных продуктов и услуг, вузы заинтересованы в обеспечении возможностей коммерческого использова-ния полученных результатов. Результативность университетских прикладных научных исследований продолжает оставаться на низком уровне, доходы от коммерциализации научных результатов составляют незначительный процент от общих доходов универси-тета, менее 1% РИД используются в деятельности университета 1 .…”

Section: цитировать статьюunclassified

Использование Результатов Интеллектуальной Деятельности В Предпринимательском Университете

Гришина¹,

Завьялова²

2017

Russian Journal of Entrepreneurship

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АННОТАЦИЯ:В статье рассмотрены вопросы совершенствования подготовки студентов на основе внедрения и раз-вития информационной системы управления результатами интеллектуальной деятельности (РИД) вуза. На основе анализа направлений применения РИД определена перспективность использования в учеб-ном процессе баз данных, сформированных в процессе выполнения НИР, показана возможность и тех-нология включения соответствующего функционала в структуру корпоративной ИС РЭУ им. Г.В. Плеха-нова.КЛЮЧЕВЫЕ СЛОВА: управление, результаты интеллектуальной деятельности вуза, информационная система, качество образования. The use of the intellectual activity results at the Entrepreneurial UniversityGrishina O.A.1 , Zavyalova N.B. 11 Plekhanov Russian University of Economics Н еобходимость высокого уровня подготовки студентов, предсто-ящим работать в высокотехнологичной предпринимательской среде, ставит перед вузами новые задачи. На первый план сегодня выходит подготовка слушателей по образовательным стандартам нового поколения, соответствующим требованиям современной инно-вационной экономики. Основной упор в стандартах делается не на содержание учебного курса, а на уровень знаний выпускников вузов, их компетенций, на результат реализации учебных программ. Такой подход для страны, взявшей курс на развитие экономики, имеет глу-бокое обоснование. Во-первых, развитие экономики требует обеспе-чения научных исследований кадрами соответствующей квалифика-ции. Во-вторых, совершенствование образования возможно только путем использования новых знаний и достижений науки и техники. Фактически вузам необходима интеграция науки и образования, при-чем наиболее закономерным на первом этапе является проникновение

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The determinants of academic research commercial performance: Towards an organizational ambidexterity perspective

Cited by 160 publications

References 54 publications

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Harmonising the Interface Between Academic and Administrative Mind-Sets

Использование Результатов Интеллектуальной Деятельности В Предпринимательском Университете

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