Universities as key enablers to develop new collaborative environments for innovation: successful experiences from Switzerland and India

Flores, Myrna; Boër, Claudio R.; Huber, Charles H.; Plüss, Adrian; Schoch, Roger; Pouly, Michel

doi:10.1080/00207540902847454

Cited by 28 publications

(25 citation statements)

References 14 publications

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“…Further aspects that can facilitate or impede transfer activities are the nature of the knowledge and technology (Ankrah and AL-Tabbaa 2015) and the explicitness of the knowledge (Santoro and Bierly 2006;Xu et al 2014). As knowledge and technology transfer is also a question of motivation and strategy (Flores et al 2009), policies and appropriate incentives can foster transfer activities in such collaborations (Schofield 2013). Interestingly, universities and companies might have different roles in knowledge transfers.…”

Section: What Makes Industry-university Collaboration Succeed? A…mentioning

confidence: 99%

“…The government is an influential power that can either enhance or harm collaboration (Kozlinska 2012). On the one hand, tax incentives (Bodas Freitas et al 2013a), public funding (e.g., Flores et al 2009;Piva and Rossi-Lamastra 2013) or the governmental network (Rampersad 2015) can facilitate IUCs. On the other hand, legal restrictions and regulations (Arvanitis et al 2008;Attia 2015;Hadjimanolis 2006) or the lack of regional support structures (Şerbănică 2011) can have a negative impact on collaboration.…”

Section: Framework Factorsmentioning

confidence: 99%

“…These developments have a great impact on collaboration and therefore should be neither underesti-mated nor neglected. This implies keeping up to date with them and being aware of their influence on companies and universities-for example, observing and exploiting opportunities for public funding (Flores et al 2009;Piva and Rossi-Lamastra 2013) or watching out for the possibility of (tax) incentives for IUCs (Bodas Freitas et al 2013b;Myoken 2013). Furthermore, it includes monitoring changes in the market environment (Hadjimanolis 2006) and being aware of corporate instability (Barnes et al 2002).…”

Section: Implications For Practitionersmentioning

confidence: 99%

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What makes industry–university collaboration succeed? A systematic review of the literature

2018

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Industry-university collaborations (IUCs) have received increased attention in management practice and research. The need for innovation in today's business environment and the ambition of policymakers to commercialize academic knowledge intensify this trend. However, although research has devoted considerable effort to finding the determinants of success for interfirm collaboration, much less is known about IUCs. This article presents the results of a systematic review of the literature on the collaboration between industry and universities. We perform an extensive analysis of research published on industry-university collaboration projects with the objective of distilling factors that influence the success of such collaborations. We propose a novel conceptual model, which synthesizes our empirical results, and use it to organize and categorize influencing factors and their interrelationship within the collaboration process. Based on our review of existing literature, we identify an agenda for future research in this domain.

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Section: What Makes Industry-university Collaboration Succeed? A…mentioning

confidence: 99%

Section: Framework Factorsmentioning

confidence: 99%

Section: Implications For Practitionersmentioning

confidence: 99%

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What makes industry–university collaboration succeed? A systematic review of the literature

2018

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“…In this context, authors stress the crucial function of publicly funded research centers and universities that are particularly suited for assisting SMEs in bridging research gaps by diffusing key basic knowledge (Flores et al, 2009). As such, by providing SMEs with access to core knowledge relevant to their fields of business, by helping them to digest this knowledge, and by educating them with respect to how to integrate this know-how into their innovation processes, governments help small firms build up their absorptive capacity, which is crucial for successful OI (Ferto et al, 2016).…”

Section: Role Of Policymakingmentioning

confidence: 99%

A Systematic Review of the Literature on Open Innovation in SMEs

Usman¹,

Roijakkers²,

Vanhaverbeke³

et al. 2018

Researching Open Innovation in SMEs

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This chapter provides a systematic review of the open innovation (OI) research carried out within the context of small and mediumsized enterprises (SMEs). The chapter should provide an accurate understanding of current literature about OI in SMEs, and it elaborates many future research avenues. The recent increase in the number of publications in this field shows that it has gained the attention of the academicians. The existing research shows that SMEs organize and manage OI in an entirely different way from large companies. SMEs get involved in OI based on their own strategic needs, and OI mechanisms have to be designed differently for SMEs.

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“…According to Flores et al (2009), partners in innovation networks are typically selected because of their competencies and skills. In a study of the new product development process, Emden et al (2006) identified the importance of strategic and relational alignment with network partner to ensure partnership sustainability.…”

mentioning

confidence: 99%

The relationships between firm’s strategy, resources and innovation performance: resources-based view perspective

Laosirihongthong

Prajogo

Adebanjo

2013

Production Planning & Control

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Besides basic competitive priority (quality, cost, delivery, and flexibility), innovation has been recognised as one of the primary sources of competitive advantage for manufacturing industry to compete in global markets. This paper, therefore, presents an empirical study on the relationship between firm strategy, resources, and innovation performance. Drawing from the grounded theory of resource-based view, and using 218 responses from Thai production/operation managers, this paper shows that differentiation strategy had a positive relationship with both internal capital or internal resources (represented by knowledge and creativity management) and networks capital or external resources (represented by customer and supplier network). The findings also revealed that only internal capital had a positive effect on innovation performance. Finally, contributions to industry practitioner, academia, and national agency in supporting and promoting innovation are presented.

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Universities as key enablers to develop new collaborative environments for innovation: successful experiences from Switzerland and India

Cited by 28 publications

References 14 publications

What makes industry–university collaboration succeed? A systematic review of the literature

What makes industry–university collaboration succeed? A systematic review of the literature

A Systematic Review of the Literature on Open Innovation in SMEs

The relationships between firm’s strategy, resources and innovation performance: resources-based view perspective

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