计量经济分析 = Econometric analysis

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

A considerable body of work highlights the relevance of collaborative research, contract research, consulting and informal relationships for university-industry knowledge transfer. We present a systematic review of research on academic scientists’ involvement in these activities to which we refer as ‘academic engagement’. Apart from extracting findings that are generalisable across studies, we ask how academic engagement differs from commercialization, defined as intellectual property creation and academic entrepreneurship. We identify the individual, organizational and institutional antecedents and consequences of academic engagement, and then compare these findings with the antecedents and consequences of commercialization. Apart from being more widely practiced, academic engagement is distinct from commercialization in that it is closely aligned with traditional academic research activities, and pursued by academics to access resources supporting their research agendas. We conclude by identifying future research needs, opportunities for methodological improvement and policy interventions. (Published version available via open access)

Academic Engagement and Commercialisation: A Review of the Literature on University-Industry Relations

http://digital.csic.es/bitstream/10261/104445/1/Academic%20engagement.pdf

Academic engagement and commercialisation : A review of the literature on university-industry relations

The literature on university entrepreneurship is rapidly expanding, in both the United States and Europe. Since the literature is also fairly fragmented, however, we submit that it is time to take stock of the current knowledge to provide directions for future research and guideposts for policy makers. To accomplish this, we present an unusually comprehensive and detailed literature analysis of the stream of research on university entrepreneurship, now encompassing 173 articles published in a variety of academic journals. Four major research streams emerge in this area of study: (i) entrepreneurial research university, (ii) productivity of technology transfer offices, (iii) new firm creation, and (iv) environmental context including networks of innovation. We inductively derive a framework describing the dynamic process of university entrepreneurship based on a synthesis of the literature. We submit that this framework is useful in guiding future research on this important, yet complex and under-researched topic.

/pdf/university-entrepreneurship-a-taxonomy-of-the-literature-4b9y2nciv4.pdf

University entrepreneurship: a taxonomy of the literature

The creation of University Spin-Off companies (USOs) is one of the most visible form of commercialization of university research. To date, there is scant and mixed evidence about USOs and their performance, thus producing a debate about their impact on the economy and society and about the legitimization of policies to support their development. In this paper, we address this gap by providing evidence about the growth strategies and performances of USOs in the Italian context. We analyze the population of 935 USOs spun-off from Italian public universities since 2000, highlighting potential avenues for future research on this important topic.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2482184_code652278.pdf?abstractid=2482184&mirid=1&type=2

University Spin-Offs and Their Impact: Longitudinal Evidence from Italy

Key success factors of incubator business models: results of an empirical investigation in Italy

The influence of the evolution of team diversity on performance is a neglected yet important issue in entrepreneurial ventures where team changes are extensive. In addressing this gap, we conceptualize how diversity influences team change and consequently impacts firm growth. Utilizing both individual and firm level data, we test our conceptual model on a novel sample of 137 team change events in 94 new-technology based firms using multi-level analysis. Results show that team variety does not directly influence change in team variety but that this relationship is significantly moderated by team separation and team disparity. Increase in team variety influences firm revenue growth. Managerial implications are discussed.

How Does Team Diversity Evolve? Exploring Adaptation and Perpetuation Perspectives in Entrepreneurial Team Change

Using a neo-institutional perspective, we analyse the complete set of 42 regulations issued by Italian universities to manage patenting activities, after being given more autonomy in several areas, from staff recruitment to students' curricula. In a few years, patenting gained legitimation through a mimesis of the most visible and prestigious institutions. When a new IP law granting IPRs on public employees' inventions to the employees themselves was issued, the universities failed to comply, or did so formally, and they designed effective incentives for the inventors to grants IPRs to their institution, too. Also, we found instances for a normative isomorphism.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1030049_code410333.pdf?abstractid=1030049&mirid=1

Diffusion of Organisational Practices in Turbulent Environments: An Empirical Analysis of University-Level Patent Regulations

In exploring the role that complementary assets play in the face of a technological innovation, researchers have focused on how commercialization complementary assets help incumbents. We focus on how both technological and commercialization complementary assets help attackers erode incumbent competitive advantages. We show that complementary assets can help an attacker not only to offer a better product, but also to more effectively commercialize the product and position the firm to profit from it. We apply our arguments to the video game console industry in which attackers have been able to use their complementary assets to take over leadership of the industry each time a new generation of microprocessors has been introduced. Our framework has implications for research in dynamic capabilities. It also has both policy and management implications.

Rosa Grimaldi

Papers

University Spin-Offs and Their Impact: Longitudinal Evidence from Italy

Key success factors of incubator business models: results of an empirical investigation in Italy

How Does Team Diversity Evolve? Exploring Adaptation and Perpetuation Perspectives in Entrepreneurial Team Change

Diffusion of Organisational Practices in Turbulent Environments: An Empirical Analysis of University-Level Patent Regulations

Architectural Innovation and the Attacker's Advantage from Complementary Assets: The Case of the Video Game Console Industry