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Barry Bozeman

Bio: Barry Bozeman is an academic researcher from Arizona State University. The author has contributed to research in topics: Public sector & Public policy. The author has an hindex of 68, co-authored 300 publications receiving 21541 citations. Previous affiliations of Barry Bozeman include Terry College of Business & Ohio State University.


Papers
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Journal ArticleDOI
TL;DR: The Contingent Effectiveness Model of Technology Transfer (CEMT) as discussed by the authors is a model of technology transfer that assumes that technology effectiveness can take a variety of forms, including political effectiveness, capacity-building, and economic effectiveness.

1,585 citations

Journal ArticleDOI
TL;DR: Based on the curricula vitae and survey responses of 443 academic scientists affiliated with university research centers in the USA, the authors examined the longstanding assumption that research collaborati cation is collaborative.
Abstract: Based on the curricula vitae and survey responses of 443 academic scientists affiliated with university research centers in the USA, we examine the longstanding assumption that research collaborati...

1,399 citations

Journal ArticleDOI
TL;DR: This paper found that most researchers are not particularly cosmopolitan in their selection of collaborators, they tend to work with the people in their own work group and more cosmopolitan collaborators tend to have large grants.

836 citations

Journal ArticleDOI
TL;DR: In this article, the authors identify some of the impediments to progress in the study of public values and explore boundaries and meanings of public value, and identify some impediments for public value exploration.
Abstract: Exploring boundaries and meanings of public value, the authors seek to identify some of the impediments to progress in the study of public values. The study of public values is often hamstrung by m...

768 citations


Cited by
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Journal ArticleDOI
TL;DR: In this article, three attributes that a firm's culture must have to generate sustained competitive advantages are isolated, and the normative implications of the analysis are discussed, and it is shown that firms that do not have these attributes can engage in activities that will modify their cultures and generate sustained superior financial performance because their modified cultures typically will be neither rare nor imperfectly imitable.
Abstract: Three attributes that a firm's culture must have to generate sustained competitive advantages are isolated. Previous findings suggest that the cultures of some firms have these attributes; thus, these cultures are a source of such advantages. The normative implications of the analysis are discussed. Firms that do not have the required cultures cannot engage in activities that will modify their cultures and generate sustained superior financial performance because their modified cultures typically will be neither rare nor imperfectly imitable. Firms that have cultures with the required attributes can obtain sustained superior financial performance from their cultures.

3,653 citations

Book
08 Sep 2011
TL;DR: A two-dimensional classificatory scheme highlighting ten different approaches to the measurement of business performance in strategy research is developed in this article, where the first dimension concerns the use of financial versus broader operational criteria, while the second dimension focuses on two alternate data sources (primary versus secondary).
Abstract: A two-dimensional classificatory scheme highlighting ten different approaches to the measurement of business performance in strategy research is developed. The first dimension concerns the use of financial versus broader operational criteria, while the second focuses on two alternate data sources (primary versus secondary). The scheme permits the classification of an exhaustive coverage of measurement approaches and is useful for discussing their relative merits and demerits. Implications for operationalizing business performance in future strategy research are discussed.

3,475 citations