Innovative research management as a tool for institutional competitiveness

Abstract

PurposeThe purpose of this paper is to discuss the influence of university research management on institutional competitiveness, international visibility and fund‐raising.Design/methodology/approachThe research findings are based on analysis of leading universities in six European countries: Belgium (Flanders), Denmark, Czech Republic, Finland, The Netherlands and Germany. For the analysis, two criteria are chosen – institutional way of work and core partnerships. This summary is compared with theoretical background for innovative research management and the conclusion is made that these two issues are much in line.FindingsThe findings suggest that majority of leading universities in the analysed countries actively realize principles of the Triple Helix and Mode 2 Science. This is realized through innovative managerial structures and strong orientation to practical implication of research production. The findings summarise the main forms of institutional work and discuss core partnering issues.Research limitations/implicationsA limited number of universities are chosen and data are mainly collected from secondary sources such as institutional documents, web site information or corporate presentations. This is why it is difficult to evaluate how some formal declarations are realized in practice.Practical implicationsThe findings may serve as a framework for considering changes in university research management structure or seeking increase of institutional competitiveness, international visibility and effective fund‐raisingOriginality/valueThe paper compares theoretic discussions on innovative research management through cooperation and specialization with existing practices in leading universities and provides summary and examples universities are taking to increase institutional effectiveness.

Managing knowledge through social media

“…Innovation, with the aid of SMU, is the successful exploitation of considered and viable ideas (Lanskoronskis et al , 2009; Adner and Kapoor, 2010). Burns (2014, p. 66) lists five types of innovation relevant to entrepreneurial success: an introduction of new or improved goods or services, an introduction of new process, the opening up of a new market, an identification of new sources of supply of raw materials and the creation of new types of industrial organisation.…”

“…This of course presents internal responsibilities, concerning the appropriate allocation of duties towards research development, consumer relations and related market analysis. Organisations must embrace social, cultural and technological differences (Ardichvili et al , 2006; Lanskoronskis et al , 2009; Bharati et al , 2015).…”

Patent Storage Study of Cooperation between S&T-Oriented Small and Micro Enterprise and University in Triple Helix Innovation Based on Short-Supply-Allowed EOQ Model

“…At present,only Peiyu Tang,Shibin Su (2013) and Laifu Ye(2013) studied on patent storage problems of S&T small and micro enterprise in cooperation with university according to the triple helix theory. Peiyu Tang is the first one who has researched on patent storage problems of cooperation between small and micro businesses and univerities in the triple helix of university-industry-government relations under EOQ model [2],then Laifu Ye does further study under EPQ medol [3].They both make contributions to improve the level of patent managent and provide a theoretical basis for business managers to establish a patent strategy.But both these models' assumptions are based on the constraint of no shortage which do not accord with realities.Due to the limit of the scale of assets and business,asymmetric information,lacking talent and so on,the technical patent is often out of stock.Being different from no patent shortage,the shortage of patent may result in the loss of stock for influenceing enterprise's competitive power ,including the quality and price of product,market occupancy,and even causing infringement [4].So their research has some limitations.In order to be more realistic,the paper changes a hypothesis and adds a new one of allowing shortages.Further,considering S&T small and micro enterprises don't require much in techniques,and its risk ability is low while universities are so highly qualified and experienced at research that large numbers of research results and patents have appeared every year [5],hence the purchase of patents has become a response.Based on the actual needs of situation,we suppose that technology-based small and micro enterprise purchases the patents from universities in the beginning of each production period.The author will further explore patent storage problems of cooperation between S&T small and micro enterprise and university in triple helix innovation based on short-supply-allowed EOQ model [6].…”

Coexistence of continuity and change in institutional work

“…This paper contributes to the literature on institutional work in general (Lawrence and Suddaby, 2006;Lawrence et al, 2009Lawrence et al, , 2011Suddaby, 2010) and to the discussion on the coexistence of change and continuity in institutional work in particular (Acquier et al, 2018;Canales, 2016;Collien et al, 2016;Creed et al, 2010;Empson et al, 2013;Herepath and Kitchener, 2016;Koskela-Huotari et al, 2016;Lanskoronskis et al, 2009;Malmstrom, 2016). Institutional work refers to the purposive actions and roles of individuals and organizations in the change and continuity of institutions (Lawrence and Suddaby, 2006;Lawrence et al, 2009).…”