Framing the New Social–Service Innovation Mindset

Spena, Tiziana Russo; Colurcio, Maria; Melia, Monia

doi:10.1007/978-3-319-43380-6_10

Cited by 3 publications

(3 citation statements)

References 38 publications

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“…From the SDL perspective, Vargo et al. (2015, p. 63) note that innovation has been emphasized as the “combinatorial evolution of new useful knowledge.” The introduction of the concept of “innovating” (Russo-Spena et al. , 2017a, p. 3) added a new, dynamic perspective that addressed the lack of dynamism suggested by the traditional concept of innovation, highlighting that “innovating is an action that is happening, not only the result of an action.” This perspective most closely reflects our conceptualization of the innovation that applies in the context of the university business ecosystem.…”

Section: Innovating In Service Ecosystems Through the Sdlmentioning

confidence: 99%

Co-patenting, co-ownership, and co-ideation as drivers for university business innovation: the case of public universities in Spain

Gervilla

Díaz-Méndez

Ventura

et al. 2022

TQM

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PurposeThis paper explores whether, in the context of university–industry (U–I) collaboration, new innovation strategies can be developed through actors' interactions, the exchange of resources and the co-creation of value for and within the system. In the context of the U–I relationship, the innovation perspective can highlight the need to develop strategies that elicit new formulas of value co-creation, which then facilitate innovation as a result of actor collaboration.Design/methodology/approachA total of 45 public universities in Spain, representing 95% of the total, participated in qualitative research. Personal in-depth interviews with technology transfer officers (TTOs) were conducted by an external firm; in a second phase, two of the researchers conducted eight interviews with the directors of TTOs in those universities with higher rates of transfer.FindingsFindings reveal that enterprises with a technological focus are strengthening their relationships with universities and attempting to build a university business ecosystem by designing strategies for value co-creation such as co-ownership, co-patenting, and co-invention.Research limitations/implicationsThe empirical research is conducted in Spain, and results should be interpreted according to this context. Future research should examine new contexts (other countries) to improve the robustness of the data and enrich the results, thus enabling generalization of the management consequences.Originality/valueThe results provide a means to design strategies under a new collaborative and innovating logic. The theoretical framework contributes to theory, with implications for management.

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Section: Innovating In Service Ecosystems Through the Sdlmentioning

confidence: 99%

Co-patenting, co-ownership, and co-ideation as drivers for university business innovation: the case of public universities in Spain

Gervilla

Díaz-Méndez

Ventura

et al. 2022

TQM

View full text Add to dashboard Cite

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“…Drawing on the CSI literature, we focus on innovation that addresses the needs of both businesses and society by generating shared value for shareholders and stakeholders (Candi et al, 2019;Dembek et al, 2016;Russo Spena et al, 2017). The theoretical underpinnings of CSI, albeit a recent development, are strategic alliances and value co-creation (Babu et al, 2020).…”

Section: Firm Resources-capabilities and Csimentioning

confidence: 99%

“…It differs from the concept of Corporate Social Responsibility (CSR) and extends beyond Creating Shared Value (CSV). CSR has emphasized philanthropic initiatives with the objective to address external pressures and improve the reputation of corporations (Dembek et al, 2016;Longoni & Cagliano, 2016;Russo Spena et al, 2017). Whereas CSV, which emphasizes mutual, positive economic and societal benefits relative to costs (Fearne et al, 2012), is restricted to policies and operating practices with a focus on economic success (Dionisio & de Vargas, 2020).…”

Section: Introductionmentioning

confidence: 99%

Corporate Social Innovation in Developing Countries

2021

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Although corporate social innovation studies in developing countries acknowledge the importance of firm resources and capabilities for attaining social goals, they overlook the way in which these interact with broader institutions to generate successful outcomes. We address this gap by exploring the relationship between firm resources-capabilities and institutions that is conducive to meeting both business and social interests in developing countries. By employing a fuzzy-set qualitative comparative analysis of corporate social innovation projects performed by joint ventures of Dutch SMEs and their local partners in developing countries, we show that firm resources and/or capabilities complement strong institutions in these countries. Corporate social innovation can also be facilitated by firm capabilities in running highly legitimate projects that substitute institutional voids in these economies, attesting to multiple paths that corporations can take to achieve social innovation.

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