Creativity in Context: Update to "The Social Psychology of Creativity"

The collaboration between universities and the industry is increasingly perceived as a vehicle to enhance innovation through knowledge exchange. This is evident by a significant increase in studies that investigate the topic from different perspectives. However, this body of knowledge is still described as fragmented and lacks efficient comprehensive view. To address this gap, we employed a systematic procedure to review the literature on universities-industry collaboration (UIC). The review resulted in identifying five key aspects, which underpinned the theory of UIC. We integrate these key aspects into an overarching process framework, which together with the review, provide a substantial contribution by creating an integrated analysis of the state of literature concerning this phenomenon. Several research avenues are reported as distilled from the analysis.

Universities-Industry Collaboration: A Systematic Review

Universities–industry collaboration: A systematic review

Academic entrepreneurship, which refers to efforts undertaken by universities to promote commercialization on campus and in surrounding regions of the university, has changed dramatically in recent years. Two key consequences of this change are that more stakeholders have become involved in academic entrepreneurship and that universities have become more ‘strategic’ in their approach to this activity. The authors assert that the time is ripe to rethink academic entrepreneurship. Specifically, theoretical and empirical research on academic entrepreneurship needs to take account of these changes, so as to improve the rigour and relevance of future studies on this topic. We outline such a framework and provide examples of key research questions that need to be addressed to broaden understanding of academic entrepreneurship.

https://papers.ssrn.com/sol3/Delivery.cfm/BJOM_BJOM12116.pdf?abstractid=2675648&mirid=3

Academic Entrepreneurship: Time for a Rethink?

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=5690&context=lkcsb_research

Are public-private partnerships a healthy option? A systematic literature review.

We examine the effects of organizational sponsorship on firm performance by investigating the impact of subsidies as a public resource allocation mechanism in the context of French film industry. E...

Too Much of a Good Thing? The Dual Effect of Public Sponsorship on Firm Performance

World water resources, once seen as plentiful and virtually infinite, are under increasing pressure from population growth, urbanization, industrial demands, and climate change. Although isolated a...

Addressing Grand Challenges in Water: A Management Perspective

In this contribution to the Organization Zoo series, we discuss an organization with a unique organization design that allows for a scalable and financially sustainable approach to social impact. Unjani Clinics is a network of nurse-led clinics in South Africa, where the nonprofit (head office) organization oversees the operations of more than ninety for-profit independent primary healthcare clinics. Combining for-profit and nonprofit entities in a social franchise structure represents a unique bundle of organization design choices that together enable the organization to effectively pursue its mission. By combining entrepreneurial incentives for nurses, such as ownership rights over their clinics, with social impact-driven controls, Unjani cultivates an otherwise untapped resource—i.e., professional nurses’ entrepreneurial ambitions—to deliver on its social mission. This novel combination of entrepreneurial autonomy with formal hierarchical as well as informal controls to safeguard the social mission allows Unjani to address the tension between social and financial value creation, which often prevents social enterprises from scaling successfully.

/pdf/unjani-clinics-meeting-the-need-for-scale-through-social-1fd7wlw6ui.pdf

Unjani Clinics: meeting the need for scale through social franchising

Existing research provides contradictory insights on the effect of public sponsorship on the market performance of organizations. We develop the nascent theory on sponsorship by highlighting the dual and contingent nature of the relationship between public sponsorship and market performance. By arguing that sponsorship differentially affects resource accumulation and allocation mechanisms, we suggest two opposing firm-level effects, leading to an inverted U-shaped relationship between the amount of public sponsorship received and the market performance of sponsored organizations. This non-linear relationship, we argue, is moderated by the breadth, depth and focus of the focal organization’s resource accumulation and allocation patterns. While horizontal scope (i.e. increased breadth) and externally oriented resource profile (i.e. reduced depth) strengthen the relationship, market orientation (i.e. increased focus) attenuates it. We test and find strong support for our hypotheses using population data on French film production firms from 1998 to 2008. Our work highlights the performance trade-offs associated with public sponsorship, and carries important managerial and policy implications.

Ilze Kivleniece

Papers

Too Much of a Good Thing? The Dual Effect of Public Sponsorship on Firm Performance

Addressing Grand Challenges in Water: A Management Perspective

Unjani Clinics: meeting the need for scale through social franchising

Too Much of a Good Thing? The Dual Effect of Public Sponsorship on Organizational Performance