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Nardelli, Giulia, Jesper Ole Jensen, and Susanne Balslev Nielsen. "Facilities management innovation in public-private collaborations." Journal of Facilities Management 13, no. 2 (May 5, 2015): 185–203. http://dx.doi.org/10.1108/jfm-04-2014-0012.
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Purpose – The purpose of this article is to investigate how facilities management (FM) units navigate Energy Service Company (ESCO) collaborations, here defined as examples of public collaborative innovation within the context of FM. The driving motivation is to inform and inspire internal FM units of local institutions on how to navigate and manage collaboration of different, intra- and inter-organisational actors throughout ESCO projects. Design/methodology/approach – A deductive research methodology was applied based on the first ten ESCO projects in Danish municipalities between 2008 and 2012. Findings – A model of FM roles in FM public innovation is proposed. The internal FM unit coordinates between clients and end users by acting as translator and demonstrator and collaborates with the ESCO company to implement the energy renovation (FM processor). Research limitations/implications – The data were collected from a limited sample of ESCO collaborations in Denmark. Future research should thus investigate collaborative innovation in ESCO (and other forms of private–public) collaborations outside of Denmark. Practical implications – Not only should FM units clarify what different stakeholders expect from an ESCO collaboration, but also they should translate stakeholders’ expectations into actual goals and objectives; process them together with the ESCO company; demonstrate their execution to all stakeholders throughout the process, not just when closing the collaboration. Originality/value – This paper contributes to FM innovation research by exploring FM innovation in the public sector and by depicting the coordinating role of local governments’ internal FM units engaging in public–private collaborative innovation.
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Wayman, Elizabeth, Eric P. Rubinstein, Camille Anne Martina, and Ann Marie Dozier. "3560 Using Research Performance Progress Report data to Explore CTSI-Stakeholder Engagement through Network Analysis." Journal of Clinical and Translational Science 3, s1 (March 2019): 100. http://dx.doi.org/10.1017/cts.2019.228.
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OBJECTIVES/SPECIFIC AIMS: To develop a social network model of collaborations within and external to the University of Rochester Medical Center (URMC) CTSI using data from the annual Research Performance Progress Report (RPPR) as well as other sources, to provide longitudinal evaluation of the CTSI’s engagement with key stakeholder groups. METHODS/STUDY POPULATION: The annually submitted RPPR follows a specific format with well-defined sections. The Highlights, Milestones and Challenges Report includes areas in which CTSI function leaders provide details about program integration and innovation, including collaborations with other functions or external groups. The Highlights, Milestones and Challenges Report was qualitatively coded to identify function-collaborator dyads. Each entity in the dyad became a node in the network. Nodes were connected by edges named by the dyads. The network included two types of nodes. The first were CTSI internal functions/programs, i.e. the entities that submitted RPPR sections and formed an interconnected sub-network. The second type of nodes were entities external to the CTSI (collaborators, internal or external to the CTSI site). These entities were named by functions submitting RPPR narratives. External nodes with similar meanings were consolidated. Duplicate edges were removed. CTSI-external nodes were grouped into five stakeholder categories: URMC, University of Rochester (UR), community, other CTSA institutions, CTSA consortium. Thus, these nodes were connected to the CTSI internal nodes, but not to each other. A second source of collaboration data was function-reported internal metrics. As part of the internal metric data collection, functions list partners who play a role in improving metric data or who are responsible for providing data. Partners identified in the internal metrics data, but not specified in the RPPR, were added to the network. RESULTS/ANTICIPATED RESULTS: Twenty-three internal CTSI functions submitted an RPPR and represent the CTSI internal nodes. Internal CTSI functions identified 235 collaborations (edges): 125 collaborations with other CTSI internal functions, 57 collaborations with URMC entities, 14 with UR entities, 15 with the external community, 15 with other institutions (CTSA hubs and other universities), and 9 with CTSA consortium entities. Thirty-eight of the collaborations were identified in the internal metrics partners section. In total, the network comprised 104 nodes. Graph density was.022 for full network and.21 for the CTSI internal sub-network. The global clustering coefficient, a measure of connectivity, for the CTSI internal sub-network was.252. DISCUSSION/SIGNIFICANCE OF IMPACT: The RPPR provides an underutilized source of data for annually repeated analyses of internal and external CTSI collaborations and is a way to enhance use of this routinely collected information. Analyses of the network yield metrics for measuring CTSI reach and impact on stakeholder groups over time. For example, measures such as number of nodes representing entities external to CTSI and average vertex degree of the CTSI Internal nodes track aspects of CTSI collaborations. Visualizations using different layouts or highlighting different sub-networks provide a representation of CTSI engagement with the communities of stakeholders as well as insights to relationships between functions, regions of collaboration, and areas of gaps. These data also provide an important new mechanism to engage the CTSI leadership and function leads in understanding how their work contributes to the overall network and synergies they have with each other.
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Calancie, Larissa, Leah Frerichs, Melinda M. Davis, Eliana Sullivan, Ann Marie White, Dorothy Cilenti, Giselle Corbie-Smith, and Kristen Hassmiller Lich. "Consolidated Framework for Collaboration Research derived from a systematic review of theories, models, frameworks and principles for cross-sector collaboration." PLOS ONE 16, no. 1 (January 4, 2021): e0244501. http://dx.doi.org/10.1371/journal.pone.0244501.
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Cross-sector collaboration is needed to address root causes of persistent public health challenges. We conducted a systematic literature review to identify studies describing theories, models, frameworks and principles for cross-sector collaboration and synthesized collaboration constructs into the Consolidated Framework for Collaboration Research (CFCR). Ninety-five articles were included in the review. Constructs were abstracted from articles and grouped into seven domains within the framework: community context; group composition; structure and internal processes; group dynamics; social capital; activities that influence or take place within the collaboration; activities that influence or take place within the broader community; and activities that influence or take place both in the collaboration and in the community. Community engagement strategies employed by collaborations are discussed, as well as recommendations for using systems science methods for testing specific mechanisms of how constructs identified in the review influence one another. Researchers, funders, and collaboration members can use the consolidated framework to articulate components of collaboration and test mechanisms explaining how collaborations function. By working from a consolidated framework of collaboration terms and using systems science methods, researchers can advance evidence for the efficacy of cross-sector collaborations.
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Arzola, Rebecca. "Collaboration between the library and Office of Student Disability Services." Digital Library Perspectives 32, no. 2 (May 9, 2016): 117–26. http://dx.doi.org/10.1108/dlp-09-2015-0016.
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Purpose The paper aims to discuss the relationship between interdepartmental stakeholders in higher education and the information identified as a result of collaborations. It proposes that collaborations can help clarify issues to then advocate for them. Design/methodology/approach The paper opted for a naturalistic case study design, gathering direct and participant observation of interdepartmental collaborations including 1 Student Share, 12 one-hour collaborative sessions and 1 Accessibility Conference. Findings The paper provides observed insight about student needs to have documents that are accessible for assistive technologies to recognize and read how change is brought about during internal brand building. It suggests that successful accessibility implementation in higher education calls for collaboration with stakeholders. Originality/value This paper shows how a collaboration between the library and Student Disability Services can work to understand document accessibility issues. It also reveals that students with disabilities are adept with current mobile trends and technology, and need to be, for productivity in college. It will be valuable to librarians, faculty, staff and other technology stakeholders that work with students with disabilities.
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Hayes, Patricia M. "Improving Health of Veterans through Research Collaborations." Journal of General Internal Medicine 28, S2 (June 27, 2013): 495–97. http://dx.doi.org/10.1007/s11606-013-2471-8.
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Brandt Vegas, Daniel, Leslie Martin, Irene W. Y. Ma, Philip Hui, and Ford Bursey. "Medical Education in Internal Medicine." Canadian Journal of General Internal Medicine 16, no. 1 (March 26, 2021): 38–42. http://dx.doi.org/10.22374/cjgim.v16i1.417.
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The 2019 CSIM national meeting included a workshop focused on current topics related to medical education across Canada. The workshop topics included leadership in education, teaching point of care ultrasound, teaching clinical reasoning, and using competency based medical education to design a maintenance of competency program for practicing specialists. This article reflects the experience and discussions from the session, with the goal of stimulating national conversations and collaborations betweenCSIM members.
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Halpern, Megan, and Michael O'Rourke. "Power in science communication collaborations." Journal of Science Communication 19, no. 04 (September 1, 2020): C02. http://dx.doi.org/10.22323/2.19040302.
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In this comment, we focus on the ways power impacts science communication collaborations. Following Fischhoff's suggestion of focusing on internal consultation within science communication activities, we examine the ways such consultation is complicated by existing power structures, which tend to prioritize scientific knowledge over other knowledge forms. This prioritization works in concert with funding structures and with existing cultural and social hierarchies to shape science communication in troubling ways. We discuss several strategies to address problematic power structures. These strategies may reveal and thus mitigate problems in individual collaborations, but these collaborations exist within a larger infrastructure in need of systemic change.
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Messeni Petruzzelli, Antonio, and Daniele Rotolo. "Institutional diversity, internal search behaviour, and joint-innovations." Management Decision 53, no. 9 (October 19, 2015): 2088–106. http://dx.doi.org/10.1108/md-05-2014-0256.
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Purpose – The purpose of this paper is to investigate the innovation performance of R & D collaborations from an institutional perspective. Design/methodology/approach – The authors conduct an empirical analysis based on 487 joint-inventions developed by 50 US biotechnology firms from 1985 to 2002. Findings – The authors find that institutional diversity between the partners, as reflected by firm-university partnerships, positively affects the value of their joint-innovation. This effect is reinforced by the firm’s behaviour in searching for knowledge broadly (scope) and in the non-commercial realm (science-based nature). Conversely, as the firm searches for knowledge in few domains areas (depth), the positive effect of institutional diversity is reduced. Research limitations/implications – The study contributes to literature on partner selection, university-industry collaborations, balance between exploration and exploitation, as well as to research on the interdependence between firm’s external and internal resources. Practical implications – The study reveals that when firms innovate together with universities, this promotes the development of high valuable innovations. In addition, it emerges that to fully capture the benefits of these collaborations, firms have to develop a wide set of competencies supported by a scientific approach in problem solving. Originality/value – The study sheds new light on the dynamics favouring the joint development of valuable innovations by focusing on the impact exerted by partners’ institutional differences, as revealed by how norms and rules shape innovation’s modes.
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Pucher, K. K., M. J. J. M. Candel, N. M. W. M. Boot, A. J. A. van Raak, and N. K. de Vries. "A multiple-case study of intersectoral collaboration in comprehensive school health promotion using the DIagnosis of Sustainable Collaboration (DISC) model." Health Education 115, no. 3/4 (June 1, 2015): 301–21. http://dx.doi.org/10.1108/he-03-2014-0027.
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Purpose – Intersectoral collaboration is often a prerequisite for effective interventions in public health. The purpose of this paper is to assess the facilitating and hindering conditions regarding intersectoral collaboration between health authorities, public health services (PHSs), public services stakeholders (PPSs) and the education sector in comprehensive school health promotion (CSHP) in the Netherlands. Design/methodology/approach – CSHP collaborations in five Dutch regions were studied using a questionnaire based on the DIagnosis of Sustainable Collaboration (DISC) model, focusing on: change management; perceptions, intentions and actions of collaborating parties; project organization; and factors in the wider context. Univariate and multivariate analyses with bootstrapping were applied to 106 respondents (62 percent response). Findings – A similar pattern of facilitating and hindering conditions emerged for the five regions, showing positive perceptions, but fewer positive intentions and actions. An overall favorable internal and external context for collaboration was found, but limited by bureaucratic procedures and prioritizing stakeholders’ own organizational goals. Change management was rarely applied. Some differences between sectors emerged, with greatest support for collaboration found among the coordinating organizations (PHSs) and least support among the financing organization (municipalities). Research limitations/implications – The generalization of the findings is limited to the initial formation stage of collaboration, and may be affected by selection bias, small sample size and possible impact of interdepartmental collaboration within organizations. Practical implications – The authors recommend establishing stronger change management to facilitate translation of positive perceptions into intentions and actions, and coordination of divergent organizational structures and orientations among collaborating parties. Originality/value – The results show that it is valuable for collaborating parties to conduct DISC analyses to improve intersectoral collaboration in CSHP.
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Schneider, Helen, Joseph Mumba Zulu, Kaaren Mathias, Keith Cloete, and Anna-Karin Hurtig. "The governance of local health systems in the era of Sustainable Development Goals: reflections on collaborative action to address complex health needs in four country contexts." BMJ Global Health 4, no. 3 (June 2019): e001645. http://dx.doi.org/10.1136/bmjgh-2019-001645.
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This analysis reflects on experiences and lessons from four country settings—Zambia, India, Sweden and South Africa—on building collaborations in local health systems in order to respond to complex health needs. These collaborations ranged in scope and formality, from coordinating action in the community health system (Zambia), to a partnership between governmental, non-governmental and academic actors (India), to joint planning and delivery across political and sectoral boundaries (Sweden and South Africa). The four cases are presented and analysed using a common framework of collaborative governance, focusing on the dynamics of the collaboration itself, with respect to principled engagement, shared motivation and joint capacity. The four cases, despite their differences, illustrate the considerable challenges and the specific dynamics involved in developing collaborative action in local health systems. These include the coconstruction of solutions (and in some instances the problem itself) through engagement, the importance of trust, both interpersonal and institutional, as a condition for collaborative arrangements, and the role of openly accessible information in building shared understanding. Ultimately, collaborative action takes time and difficulty needs to be anticipated. If discovery, joint learning and developing shared perspectives are presented as goals in themselves, this may offset internal and external expectations that collaborations deliver results in the short term.
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Lazzarini, Sergio G., Leandro S. Pongeluppe, Nobuiuki C. Ito, Felippe de Medeiros Oliveira, and Armen Ovanessoff. "Public Capacity, Plural Forms of Collaboration, and the Performance of Public Initiatives: A Configurational Approach." Journal of Public Administration Research and Theory 30, no. 4 (March 4, 2020): 579–95. http://dx.doi.org/10.1093/jopart/muaa007.
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Abstract We assess conditions that explain plural forms of public and private action using a comparative study of 24 public initiatives in Brazil, India, and South Africa. Measuring performance as evidence of positive outcomes to their target populations, we compare cases of high and low performance. Our configurational approach examines combinations of conditions leading to positive outcomes: public operational capacity, diverse collaborations nurtured by public units (with for-profit firms, with nonprofit organizations, and with other units in the public bureaucracy), and stakeholder orientation (permeability to multiple sources of input to design and adjust the project). We apply fuzzy set qualitative comparative analysis to unveil configurations consistent with high performance. Our configurational analysis reveals two distinct paths to high performance. A path with higher private engagement involves concurrent collaborations with for-profit and nonprofit actors, whereas an alternative path with higher internal (public) engagement relies on collaborations within the public bureaucracy complemented by high permeability to inputs from multiple stakeholders. Our results also confirm that strong public capacity is necessary in all high-performance configurations. An important implication is that externalization and multiple forms of collaboration are not substitutes for weak governments. Furthermore, our configurational perspective contributes to the literature by operationalizing a multiple-actor, multiple-logic perspective describing alternative paths to high performance.
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Lazzarotti, Valentina, Lars Bengtsson, Raffaella Manzini, Luisa Pellegrini, and Pierluigi Rippa. "Openness and innovation performance." European Journal of Innovation Management 20, no. 3 (August 14, 2017): 463–92. http://dx.doi.org/10.1108/ejim-06-2016-0061.
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Purpose Focusing on some relevant constructs defined by the open innovation (OI) literature (i.e. determinants of openness; openness choices operationalized in terms of collaboration depth with scientific and business partners; organizational and social context; innovation performance in terms of novelty and efficiency), this paper investigates the relationships among such constructs. More specifically, the purpose of this paper is to empirically analyse two types of relationships: between some contextual factors and firms’ openness choices; and among openness choices, a set of organizational-managerial and social factors, and OI performance outcomes. Design/methodology/approach The authors carried out a theory testing survey, involving four European countries (Finland, Italy, Sweden and the UK). The authors applied descriptive statistics and a series of regressions. Findings The authors analysed the impact exerted by external and internal variables on the collaboration depth with scientific and business partners: technological trends are relevant to move firms towards external collaborations, with both types of partners; efficiency goals pursued in collaborations are related to the collaboration depth with both types of partners, while an aggressive innovation strategy is positively related only to scientific-partner depth. Besides, collaboration depths with both partners are positively related to the both sides of innovation performance (i.e. novelty and efficiency), but the organizational-managerial and social contexts emerge as relevant mediator variables. Organizational-managerial and external relational social capital exert a beneficial role on the both types of innovation performance, while internal relational social capital benefits only novelty. Research limitations/implications The work shows important limitations such as the low level of the explanatory values in the regression models. Therefore, the results must be considered as preliminary explorative insights that may be useful to encourage further studies. Practical implications This work serves to raise managers’ awareness on the opportunity of developing organizational-managerial mechanisms, as well as on the importance of social capital to profit from collaborations. Originality/value Although during the last decade many researchers have claimed that we are in the era of OI, empirical works, which provide both a more comprehensive and detailed understanding of the phenomenon, are still few. Moreover, the specific action of the context (managerial, organizational and social) as possible mediator of the performance outcomes of openness is empirically under-studied. The authors’ work attempts to fulfil these gaps.
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Melander, Lisa, and Fredrik Tell. "Inter-firm and intra-firm coordination of buyer-supplier collaborations in new product development under conflicts of interest." Journal of Business & Industrial Marketing 34, no. 4 (June 7, 2019): 850–61. http://dx.doi.org/10.1108/jbim-09-2017-0216.
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Purpose The purpose of this paper is to analyze coordination mechanisms in buyer-supplier collaborations in new product development (NPD) and the influence of conflicts of interest. Inter- and intra-organizational coordination mechanisms are investigated. Design/methodology/approach The findings reported are based on a multiple case study consisting of four cases at two firms. Theoretical sampling consisted in selecting two projects with opposite levels of conflicts of interest between the collaborating firms. In total, 38 interviews were conducted with employees in buying and supplying firms. Findings The findings illustrate how inter-firm conflicts of interest affect the way firms coordinate both externally and internally. A high level of conflicts of interest related to information leakage emanated in more distant relationships with limited coordination between buyer and supplier. This restrictive relationship is also reflected in limited coordination between the buyer’s purchasing and research and development (R&D) units. Research limitations/implications Generalizability is limited, as only two large industrial firms have been studied, but with four projects investigated in detail. The study shows that in situations, in which there is a conflict of interest, external coordination affects the firms’ internal coordination. Conflicts of interest in buyer-supplier NPD collaborations are managed by limiting information sharing, which is reflected in the way R&D and purchasing are coordinated. Practical implications Managers need to be aware of that a firm’s fear of sharing information with its supplier can also transfer to intra-firm unit coordination, as R&D may limit its information sharing with purchasing. On the other hand, in buyer-supplier collaborations with little conflict of interest, firms can form close relationships. Such a close relationship is also mirrored in how R&D and purchasing openly share information and coordinate. Originality/value This research contributes to an increased understanding of coordination in buyer-supplier innovation collaboration. Firms not only need to consider their external coordination but also how coordination with suppliers may affect the way they coordinate in NPD projects within the firm between purchasing and R&D.
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Priddle, Charlotte. "Bridging the Internal Gap: Special Collections and “In-Reach”." RBM: A Journal of Rare Books, Manuscripts, and Cultural Heritage 16, no. 1 (March 1, 2015): 35–47. http://dx.doi.org/10.5860/rbm.16.1.434.
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Over the past decade, special collections professionals have attempted to break down barriers and attract new and different patrons through outreach programs to undergraduates, high school students, community groups, and others as a means of broadening our reach, widening the appeal of our materials, and ensuring our continued existence and relevance in an increasingly digital world. Our success at this endeavor can be seen in the ever-increasing rise in collaborations between faculty, students, and other members of our diverse communities written about and reflected upon in the literature.1 But while we have accomplished much with external audiences, it seems we . . .
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SAKKA, OUAFA, JOSÉE ST-PIERRE, and MOUJIB BAHRI. "INNOVATION COLLABORATIONS IN LOW-TO-MEDIUM TECH SMEs: THE ROLE OF THE FIRM’S INNOVATION ORIENTATION AND USE OF EXTERNAL INFORMATION." International Journal of Innovation Management 23, no. 02 (January 27, 2019): 1950011. http://dx.doi.org/10.1142/s1363919619500117.
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This study articulates and tests the direct and indirect relationships between the company’s innovation orientation (IO), its collection and dissemination (C&D) of external information among the organisational members, and the level of success of its innovation collaborations involving customers, suppliers, and research organisations. Our conceptual framework is developed based on an integration of the literatures on organisational capabilities, marketing, innovation, and management control. We empirically test these relationships on a sample of 117 small-to-medium enterprises (SME) operating in Low-to-Medium-Tech (LMT) manufacturing industries. Partial Least Squares (PLS) results reveal that the relationship between the firm’s IO and the success of its customer collaborations is partially mediated by the C&D of external information. We also find that the relationship between the firm’s IO and the success of supplier collaborations is direct, and that the C&D of external information has no effect on the success of such collaborations. Finally the relationship between IO, C&D of external information and the success of research organisation collaborations is found to be indirect. Overall, these findings suggest that developing successful innovation collaborations in LMT sectors requires that SME managers start by building an internal culture that promotes innovation, learning and openness to the external environment.
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Murray, Grant, Carleigh Randall, and Rick Rollins. "Informing Protected Area Decision Making through Academic-Practitioner Collaborations." Land 9, no. 10 (October 7, 2020): 375. http://dx.doi.org/10.3390/land9100375.
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This study examined knowledge mobilization and collaboration practices of practitioners in a Canadian provincial park agency, BC Parks. Data was collected through four focus groups, an on line survey (N = 125), and a follow up workshop. Results showed that the most important information sources used by the agency were “internal” (e.g., policy and management guidelines), while “external sources” such as academic researchers or journals were rated lower. However, those who collaborated with outside groups, including academics, and those working in a science capacity within the agency, rated external information sources more positively. Barriers and enabling conditions for effective knowledge mobilization were identified.
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Pittz, Thomas G., and Melissa Intindola. "Exploring absorptive capacity in cross-sector social partnerships." Management Decision 53, no. 6 (July 13, 2015): 1170–83. http://dx.doi.org/10.1108/md-08-2014-0545.
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Purpose – The purpose of this paper is to explore cross-sector partnerships (CSSPs) from a strategic perspective to consider collaborations that are long lasting and transcend initial objectives. The authors integrate the concept of absorptive capacity (ACAP) with the CSSP literature and derive two new antecedents of ACAP, trust and goal interdependency, with relevance to this context. This work responds to a call from ACAP scholars to consider the construct in alternative settings and from collaboration scholars to employ strategy research that approaches CSSPs from a viewpoint beyond a mere transactional approach. Design/methodology/approach – This manuscript presents a thorough analysis of the process literature regarding CSSPs and the construct of ACAP to consider the importance of knowledge sharing and participatory decision making in the success of collaboration efforts. The combination of these research streams results in a refined model of ACAP to be used in the CSSP context. Findings – This manuscript provides conceptual and theoretical insights into how knowledge is acquired and exploited within CSSPs. A model for ACAP in CSSPs is proposed and suggests that two new antecedents of ACAP, trust and goal interdependence, be explored in this context through subsequent empirical research. Research limitations/implications – This type of conceptual work can benefit greatly from subsequent empirical research to test the developed propositions. This model shows considerable promise for future testing, however, and has the potential to encourage additional research into knowledge sharing and long-term success of cross-sector collaborations. Practical implications – This paper fulfills the need to apply a strategic lens to CSSPs and invites future research into the mutual organizational benefits derived from collaborations that cross economic sectors. It suggests that internal organizational mechanisms exist to be developed by managers that have the potential to enhance a firms ability to recognize the value of external knowledge, acquire it, and transform it for commercial and/or social objectives. Social implications – As collaborations across economic sectors are proving vital for addressing complex social needs, this manuscript provides a new model to serve as a guidepost for successful partnerships. Originality/value – This manuscript fulfills a need to integrate strategy scholarship with CSSPs that transcends the heretofore transactional perspective. Through an exploration of the literature, a new model for ACAP is proposed including two new antecedents, trust and goal interdependence, with application to the context of cross-sector collaborations.
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Johns, Susan. "Early childhood service development and intersectoral collaboration in rural Australia." Australian Journal of Primary Health 16, no. 1 (2010): 40. http://dx.doi.org/10.1071/py09050.
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There is a paucity of research into the development of intersectoral collaborations designed to support early childhood development in rural communities. Drawing on findings from a qualitative study conducted in three small rural communities in Tasmania, this paper will examine community-based intersectoral collaborations involving government and non-government organisations from the health and allied health, education and community service sectors. The paper analyses the process of developing intersectoral collaborations from the perspective of early childhood health and wellbeing. The specific focus is on collaborations that build family and community capacity. Findings indicate that three groups of factors operate interdependently to influence collaborations: social capital, leadership and environmental factors. Each community has different leadership sources, structures and processes, shaped by levels of community social capital, and by environmental factors such as policy and resources. Effective models of early childhood development require strong local and external leadership. Rural communities that are able to identify and harness the skills, knowledge and resources of internal and external leaders are well positioned to take greater ownership of their own health and wellbeing. The paper provides guidelines for developing and enhancing the capacity of rural communities at different stages of collaborative readiness.
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Wang, Zhiqiang, Qiang Wang, Xiande Zhao, Marjorie A. Lyles, and Guilong Zhu. "Interactive effects of external knowledge sources and internal resources on the innovation capability of Chinese manufacturers." Industrial Management & Data Systems 116, no. 8 (September 12, 2016): 1617–35. http://dx.doi.org/10.1108/imds-10-2015-0412.
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Purpose Chinese firms were operating within a closed economic environment before the “opening up” in the late 1970s, but it has only been in the late 1990s that China has recognized the importance of innovation. The Chinese government has attempted to rectify this liability by providing funding to assist Chinese firms in developing innovation capability by increasing R&D collaborations and employing external experts. The purpose of this paper is to study the innovation of Chinese firms by examining how internal and external resources interactively impact the innovation capability. Design/methodology/approach Panel data collected from Chinese manufacturers are used to test the hypothesized relationships. Findings The results have shown that the interplay between internal and external resources exhibits differential patterns of impact on innovation capability. The authors discover different moderating patterns of the two types of external resources: visiting experts are helpful in enhancing the effects of internal human resources, while R&D collaborations are useful in exploiting internal financial and physical resources, even when the main effect of financial resources on innovation capability is not significant. Originality/value The study contributes to the literature by providing empirical evidences on the roles of absorbed external resources and knowledge to catalyze internal resources in building up innovation capability in an emerging economy.
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Nishiwaki, Nobuko, Akitsu Oe, and Takashi Shimizu. "Internal and inter-organizational collaborations created by companies and standards that transcend national boundaries." Impact 2020, no. 8 (December 16, 2020): 51–53. http://dx.doi.org/10.21820/23987073.2020.8.51.
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As the world has become increasingly globalised, it is now commonplace for companies to have a head office in one country, but various outposts in other countries. Manufacturing is one of the prime examples of this, where the main driving force of an organisation is located in one place but production sites are located overseas. Indeed, the flexibility of a company's ability to relocate production sites overseas is seen as an effective strategy for global manufacturing firms. However, there is a traditional way of viewing such structures, where the main headquarters of a company are the lifeblood of that company, with the localised production sites seen as almost peripheral. Professor Nobuko Nishiwaki is based within the Nihon University College of Economics in Japan, and is the Principal Investigator of a project that seeks to qualify and establish the importance of local production sites; that they are far more than passive actors in the process by which production is relocated. She is working alongside colleagues Associate Professor Akitsu Oe from the Tokyo University of Science and Professor Takashi Shimizu from The University of Tokyo.
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Mallion, Jaimee Sheila. "Good Lives Model: Importance of Interagency Collaboration in Preventing Violent Recidivism." Societies 11, no. 3 (August 11, 2021): 96. http://dx.doi.org/10.3390/soc11030096.
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Violence is a complex and multifaceted problem requiring a holistic and individualized response. The Good Lives Model (GLM) suggests violence occurs when an individual experiences internal and external obstacles in the pursuit of universal human needs (termed primary goods). With a twin focus, GLM-consistent interventions aim to promote attainment of primary goods, whilst simultaneously reducing risk of reoffending. This is achieved by improving an individuals’ internal (i.e., skills and abilities) and external capacities (i.e., opportunities, environments, and resources). This paper proposes that collaborations between different agencies (e.g., psychological services, criminal justice systems, social services, education, community organizations, and healthcare) can support the attainment of primary goods through the provision of specialized skills and resources. Recommendations for ensuring interagency collaborations are effective are outlined, including embedding a project lead, regular interagency meetings and training, establishing information sharing procedures, and defining the role each agency plays in client care.
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Siddiqui, Muhammad Iqbal Ahmed, and Danish Ahmed Siddiqui. "Impact of Green Supply Chain Management on Economic and Organizational Performance of Food Industry in Sindh and Punjab." CenRaPS Journal of Social Sciences 2, no. 3 (December 26, 2020): 439–55. http://dx.doi.org/10.46291/cenraps.v2i3.42.
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The aim of this study to investigate the impact of green supply chain practices from the management decision-making level to the implementation of the food industry. We hypothesized that positive Institutional and Leadership Pressures would lead to external and internal Green Practices, which would in turn makes the organizational as well as economic Performance better. Institutional performance seems to have a positive and significant effect on external green practices, however, affect negatively to internal practices. Leadership pressure also has a negative effect on external green collaborations. Both internal and external factors also seem to have a positive and significant effect on both organizational and economic performance. As expected, economic performance seems to affect organizational performance, moreover, external Green Collaboration also affect Internal Green Practices, positively. Organizations and decision-makers of the food industry are provided with detailed insight into implementing a green supply chain, from multiple perspectives of the organization, which may help the decision-makers in formulating the strategies. It is a novel attempt to assess the organizational and economic performance of the food industry in Pakistan, using a modified version of the Ahmed & Najmi model, as it shed light for the first time on how institutions and leadership can influence the performance of the food industry through green practices.
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Lee, Jongseon, and Nami Kim. "Know yourself and find your partners." Management Research Review 42, no. 12 (December 9, 2019): 1333–52. http://dx.doi.org/10.1108/mrr-06-2018-0244.
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Purpose This paper aims to examine whether balancing exploration and exploitation rather than emphasizing one over the other leads to better performance. This study also examines the effects of different kinds of external collaboration on a firm’s performance in relation to the firm’s current innovative direction that shows firms’ internal weighting of exploration or exploitation. Design/methodology/approach Data on Korean manufacturing firms collected from the Korean Innovation Survey were used to test the hypotheses. This study suggested the concept of innovative direction (θ) to examine current innovation capabilities about how much the firms focused on exploration or exploitation. The directionality of exploration or exploitation has not been reflected in previous measures of ambidexterity. Factor analysis and hierarchical regression were used to test hypotheses. Findings The findings suggest that balancing exploration and exploitation is beneficial for a firm’s performance, and explorative collaboration is more beneficial for firms internally emphasizing exploitation. However, it showed that for exploration-oriented firms, exploitative collaboration does not supplement exploitative activities. Research limitations/implications Inter-organizational collaboration helps to develop ambidexterity that leads to better performance. Because inter-organizational collaboration involves substantial costs and is time-consuming, selecting and maintaining partners has to be conducted carefully. Based on the currently pursuing innovative directions, firms can make more appropriate decision for finding external cooperative partners with much of efficiency. When firms find collaborative partners, it is the first thing to look inside themselves. Originality/value Previous studies mainly focused on the selection and balance of the partnership between exploration and exploitation without considering the role of an internal innovative strategy firms are currently pursuing. Identifying firms’ current states and finding partners that can supplement any deficiencies provides the most efficient option for the ambidextrous organization. Consideration of inter-organizational collaborations based on the analysis of internal conditions will be fruitful for the study of ambidexterity.
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Pennekamp, Jan, Roman Matzutt, Salil S. Kanhere, Jens Hiller, and Klaus Wehrle. "The Road to Accountable and Dependable Manufacturing." Automation 2, no. 3 (September 13, 2021): 202–19. http://dx.doi.org/10.3390/automation2030013.
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The Internet of Things provides manufacturing with rich data for increased automation. Beyond company-internal data exploitation, the sharing of product and manufacturing process data along and across supply chains enables more efficient production flows and product lifecycle management. Even more, data-based automation facilitates short-lived ad hoc collaborations, realizing highly dynamic business relationships for sustainable exploitation of production resources and capacities. However, the sharing and use of business data across manufacturers and with end customers add requirements on data accountability, verifiability, and reliability and needs to consider security and privacy demands. While research has already identified blockchain technology as a key technology to address these challenges, current solutions mainly evolve around logistics or focus on established business relationships instead of automated but highly dynamic collaborations that cannot draw upon long-term trust relationships. We identify three open research areas on the road to such a truly accountable and dependable manufacturing enabled by blockchain technology: blockchain-inherent challenges, scenario-driven challenges, and socio-economic challenges. Especially tackling the scenario-driven challenges, we discuss requirements and options for realizing a blockchain-based trustworthy information store and outline its use for automation to achieve a reliable sharing of product information, efficient and dependable collaboration, and dynamic distributed markets without requiring established long-term trust.
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Mäkimattila, Martti, Timo Junell, and Tero Rantala. "Developing collaboration structures for university-industry interaction and innovations." European Journal of Innovation Management 18, no. 4 (October 12, 2015): 451–70. http://dx.doi.org/10.1108/ejim-05-2013-0044.
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Purpose – The purpose of this paper is to examine the doing, using, and interacting (DUI) of Universities of Applied Sciences (UAS) while developing intra- and inter-collaboration with industry. It also reviews recent literature related to the roles of absorptive capacity (AC) and social capital (SC) in interaction. Design/methodology/approach – A qualitative case research on developing collaborations between UAS and small- and medium-sized enterprises for innovation activities. Findings – Prior knowledge and contacts vary in organisations, and interaction should be supported while aiming to maximise benefits of internal and external resources available for innovation. This paper contributes by pointing out the importance of the interconnection of DUI, AC, and SC while developing collaboration. Originality/value – This paper describes issues challenging the collaborative innovation activities and directions to focus on structural development to support interaction with parties having different backgrounds, goals, and strengths. The study highlights the importance of knowledge exchange with several universities and firms, and the different learning modes related to innovation.
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Agbaeze, Emmanuel K., Ajoku P. P. Onyinye, Obamen Joseph, and Omonona Solomon. "Relationship between Social Media Collaboration and Ecosystem Management in Enugu State, Nigeria." Journal of Economics and Behavioral Studies 10, no. 4(J) (September 14, 2018): 97–108. http://dx.doi.org/10.22610/jebs.v10i4(j).2411.
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This study was done on the relationship between social media collaborations and ecosystem management in Enugu state. The study was premised on the case of herdsmen-farmers/villagers clash over grazing fields and farmlands in Enugu State being the ecology-related issue. Survey research design was adopted for the study. A sample of 100 social media group participants was selected using snowball sampling technique. The questionnaire was used for data collection. Content validity was used as a method for testing the validity of the questionnaire while Cronbach's alpha method was used for testing the internal consistency of the items on the questionnaire. Pearson’s Product Moment Correlation was used to test the hypothesis formulated for the study. Findings revealed that social media collaborations via Facebook, WhatsApp and Twitter have a significant relationship with ecosystem management. It was recommended that government and ecologically concerned agencies should employ social media collaborations as the policy for ecosystem management.
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GOVINDARAJU, V. G. R. CHANDRAN, FARHA ABDOL GHAPAR, and VEERA PANDIYAN. "THE ROLE OF COLLABORATION, MARKET AND INTELLECTUAL PROPERTY RIGHTS AWARENESS IN UNIVERSITY TECHNOLOGY COMMERCIALIZATION." International Journal of Innovation and Technology Management 06, no. 04 (December 2009): 363–78. http://dx.doi.org/10.1142/s0219877009001674.
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University technology commercialization has become an important topic of discussion in an era where the results of university research may create opportunities for new processes and products. Despite the government's allocation of research grants to universities in developing countries such as Malaysia, the level of technology commercialization is still low. While numerous factors contribute to the poor commercialization rate, the internal dynamics are one of the major driving factors. It is in this context that we analyze the influence of awareness of market requirements and intellectual property issues and collaboration on technology commercialization. Taking the researchers as the unit of analysis, while controlling for experience and other individual characteristics, we found that researchers' awareness of market requirements, intellectual property rights and university-industry collaborations play an important role in determining the success of university technology commercialization.
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Boardman, C. "Organizational Capital in Boundary-Spanning Collaborations: Internal and External Approaches to Organizational Structure and Personnel Authority." Journal of Public Administration Research and Theory 22, no. 3 (August 23, 2011): 497–526. http://dx.doi.org/10.1093/jopart/mur041.
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Enkel, Ellen, Annika Groemminger, and Sebastian Heil. "Managing technological distance in internal and external collaborations: absorptive capacity routines and social integration for innovation." Journal of Technology Transfer 43, no. 5 (January 25, 2017): 1257–90. http://dx.doi.org/10.1007/s10961-017-9557-0.
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Ma, Athen, Raúl J. Mondragón, and Vito Latora. "Anatomy of funded research in science." Proceedings of the National Academy of Sciences 112, no. 48 (October 26, 2015): 14760–65. http://dx.doi.org/10.1073/pnas.1513651112.
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Seeking research funding is an essential part of academic life. Funded projects are primarily collaborative in nature through internal and external partnerships, but what role does funding play in the formulation of these partnerships? Here, by examining over 43,000 scientific projects funded over the past three decades by one of the major government research agencies in the world, we characterize how the funding landscape has changed and its impacts on the underlying collaboration networks across different scales. We observed rising inequality in the distribution of funding and that its effect was most noticeable at the institutional level—the leading universities diversified their collaborations and increasingly became the knowledge brokers in the collaboration network. Furthermore, it emerged that these leading universities formed a rich club (i.e., a cohesive core through their close ties) and this reliance among them seemed to be a determining factor for their research success, with the elites in the core overattracting resources but also rewarding in terms of both research breadth and depth. Our results reveal how collaboration networks organize in response to external driving forces, which can have major ramifications on future research strategy and government policy.
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Glandon, Douglas, Jeannie-Marie Leoutsakos, Shivam Gupta, Jill Marsteller, Ligia Paina, and Sara Bennett. "Development and psychometric testing of the FLW-MSC scale for measuring frontline worker multisectoral collaboration in rural India." BMJ Open 11, no. 3 (March 2021): e037800. http://dx.doi.org/10.1136/bmjopen-2020-037800.
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ObjectivesMultisectoral collaboration (MSC) is widely recognised as a critical aspect of policies, programmes and interventions addressing complex public health issues, yet it is undertheorised and difficult to measure. Limited understanding of the intermediate steps linking MSC formation to intended health outcomes leaves a substantial knowledge gap about the types of strategies that may be most effective in making such collaborations successful. This paper, which reports the quantitative strand of a broader mixed-methods study, takes a step toward filling in this ‘missing middle’ of MSC evaluation by developing and testing the FLW-MSC scale, an instrument to assess collaboration among the frontline workers of one of India’s largest and most widely known MSCs: the Integrated Child Development Services (ICDS) scheme.DesignThis study involved development, field-testing and psychometric testing of an 18-item, Likert-type frontline worker collaboration scale, including internal consistency, construct validity and criterion validity.SettingVillage-level primary healthcare in rural Uttar Pradesh, India.Participants281 anganwadi workers, 266 accredited social health activists and 124 auxiliary nurse midwives selected based on random sampling of anganwadi catchment areas from 346 gram panchayats (GPs), including 173 intervention GPs and 173 pair-matched control GPs from a parent evaluation study.ResultsResults support the scale’s internal consistency (ordinal α=0.92–0.95), construct validity (reasonable exploratory factor analysis model fit for five of the six dyadic relationships Tucker-Lewis Index=0.84–0.88; Root Mean Squared Error of Approximation=0.09–0.11), and criterion validity (regression of collaboration score on an information-sharing indicator β=3.528; p=0.006).ConclusionsThe scale may be useful for ICDS managers to detect and address poor collaboration as the Indian government redoubles its efforts to strengthen and monitor MSC, or ‘convergence’, with important implications for the critical priority of child development. Further, the FLW-MSC scale may be adapted for measuring frontline worker collaboration across sectors in many other scenarios and low/middle-income country contexts.
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Stokes, William, Shannon Ruzycki, Ramdeo Jainarine, Debra Isaac, and Joanna Cole. "The Canada-Guyana medical education partnership: using videoconferencing to supplement post-graduate medical education among internal medicine trainees." Canadian Medical Education Journal 8, no. 2 (April 20, 2017): e18-24. http://dx.doi.org/10.36834/cmej.36845.
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Background: A Guyana-based, internal medicine (IM) post-graduate medical education program was established in 2013. However, lack of formal teaching sessions are barriers to the program’s success.Objective: To describe the partnership between the University of Calgary and the University of Guyana’s internal medicine residency programs (IMRP). This partnership was created to support the Guyana’s IM academic half-day and is characterized by mutually beneficial, resident-led videoconference teaching sessions.Methods: Calgary medical residents volunteered to create and present weekly teaching presentations to Guyanese residents via videoconference. Questionnaires were completed by Guyanese residents and provided to Calgary residents as feedback on their teaching and presentation skills. A similar survey was completed by Calgary residents.Lessons learned: Twenty-four videoconference teaching sessions were conducted over eight months with a total of 191 and 16 surveys completed by Guyana and Calgary residents, respectively. Over 92% of both Guyana and Calgary residents agreed that the sessions enhanced their learning and over 93% reported increased interest in becoming more involved in international collaborations. 88% of Calgary residents felt the sessions improved their teaching skills.Conclusion: The formation of a resident-led, videoconference teaching series is a mutually beneficial partnership for Canadian and Guyanese medical residents and fosters international collaboration in medical education.
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Billingsley, Krista. "CRITICAL CONVERSATIONS ABOUT TRANSITIONAL JUSTICE IN NEPAL: BUILDING COLLABORATIONS FOR VICTIM-CENTRIC PRACTICE1." Practicing Anthropology 40, no. 2 (March 1, 2018): 19–23. http://dx.doi.org/10.17730/0888-4552.40.2.19.
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Abstract This article, and its collaboratively paired article written solely by victim-activists (Bhandari, Chaudhary, and Chaudhary 2018 in this special issue), focus on the families of people who were forcibly disappeared during Nepal's decade-long internal armed conflict and their continued exclusion from processes of transitional justice. In this article, I highlight my continued conversations with victim-activists after I returned to the United States from Nepal and question what kinds of collaborations are possible to facilitate inclusion and social justice for marginalized victims.
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Salim, Norhuda, Mohd Nizam Ab Rahman, Dzuraidah Abd Wahab, and Ariff Azly Muhamed. "Influence of Social Media Usage on the Green Product Innovation of Manufacturing Firms through Environmental Collaboration." Sustainability 12, no. 20 (October 20, 2020): 8685. http://dx.doi.org/10.3390/su12208685.
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Firms are finding it increasingly important to leverage social media to facilitate knowledge access, get valuable feedback, and improve innovations to cater for emerging markets. However, using social media without integrating other key factors does not seem to add value to innovation efforts. Therefore, this study investigates the potential of social media usage (SMU) in enhancing green product innovation (GPI) and how two types of environmental collaboration may affect that relationship, which is a subject that has been under-explored. First, the literature on the expansion of the use of social media in enhancing GPI was reviewed to develop the theoretical framework and hypotheses. Then, data collected from 211 manufacturing firms were analysed using structural equation modelling to examine the proposed relationship. The results revealed that SMU does not directly influence GPI. Rather, internal environmental collaboration (IEC) and environmental collaboration with suppliers (ECS) fully mediate the relationship between SMU and GPI. The results further disclosed a positive relationship between IEC and ECS, where both types of environmental collaboration seem to be key factors in improving GPI. Hence, this study highlights the importance of knowledge sharing through environmental collaborations for the generation of ideas to improve products in order to remain competitive in the market.
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Galaso, Pablo, Adrián Rodríguez Miranda, and Santiago Picasso. "Inter-firm collaborations to make or to buy innovation." Management Research: Journal of the Iberoamerican Academy of Management 17, no. 4 (October 14, 2019): 404–25. http://dx.doi.org/10.1108/mrjiam-12-2018-0893.
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Purpose This paper aims to analyze the relationship between inter-firm collaboration network and the type of innovation strategies that can be followed by firms: buy or make innovation. In particular, the authors seek to analyze which are the network topologies that facilitate firms following a buy innovation strategy compared to those network properties that encourage internal R&D activities. Design/methodology/approach The authors use data from a fieldwork with face-to-face interviews applied to managing directors of firms in the rubber and plastic cluster of Uruguay. Subsequently, they combine social network analysis with regression techniques to determine how inter-firm networks can influence different types of innovation activities. Findings The authors find that degree centrality facilitates a buy innovation strategy, while betweenness centrality is positively associated with making innovation. Thus, having many direct links with other firms and organizations is relevant to buy innovation. However, indirect links that allow the firm to occupy a strategic position in the network are crucial to develop in-house innovation strategies. Research limitations/implications The results offer an advance in the explanation of the incidence of the cluster network structure on the firms innovation strategies; however, they should be contrasted with similar analysis in others clusters and complemented with in depth case studies on the mechanisms behind these phenomena. Practical implications These findings have practical implications for business innovation strategy. One factor that should be taken into account is the way in which firms interact with other actors in the cluster. On the one hand, firms can decide to establish and maintain many direct collaboration links, which may contribute to buy innovation. On the other hand, they can follow a more strategic and selective collaboration strategy to make innovation, a strategy that carefully studies not only its direct collaborations, but also what the potential indirect connections would be. Social implications These findings have policy implications regarding industry support organizations. The findings show that such organizations contribute significantly to the overall connectivity and cohesion of networks. This fact allows some firms to register high levels of betweenness centrality, and therefore, organizations can be an interesting instrument to support firms aiming to follow a make innovation strategy. Originality/value This study contributes to the literature that analyzes how inter-firm collaboration networks can influence innovation. In line with previous research, results verify that centrality is positively associated with innovation. However, the main contribution of this research is to provide evidence on different ways in which inter-firm networks are related to different innovation strategies (make or buy). In addition, the authors contribute to the understanding of collaboration dynamics and innovation activities in inter-firm interactions within a typical case of a low-tech cluster created under the so-called state-led industrialization model in Latin America.
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Nyagadza, Brighton. "Responding to change and customer value improvement: Pragmatic advice to banks." Marketing Review 19, no. 3 (December 31, 2019): 235–52. http://dx.doi.org/10.1362/146934719x15774562877719.
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This paper aims to suggest measures necessary for the survival of Zimbabwean banks and other related institutions globally. The author shares his insights pertaining to the ways in which banks can adapt in a bid to promote growth and sustainability. The banks in Zimbabwe have been on a quest for new innovative ways of improving their customer service experience. In the paper, matters relating to approaches useful for added customer value, leveraging environmental scanning, entrepreneurial strategy, envisaged business model, internal creative climate, key stakeholders role in driving customer value, collaboration, engagement, learning and change, refined team recruitment, development of agile marketing function leadership, adoption of IT function and networking are addressed, in line with Zimbabwean banks. The major contributions of the paper include exposing potential markets by suggesting the adoption of a 'Blue Ocean Strategy' through innovation and marketing functions, leveraging on key external stakeholders for survival, and inclination towards profitable collaborations or alliances, important for policy, practice, theory, and subsequent marketing and financial services research.
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Jammulamadaka, Nimruji. "LV Prasad eye institute: managing corporate social responsibility partnerships." Emerald Emerging Markets Case Studies 6, no. 3 (September 7, 2016): 1–22. http://dx.doi.org/10.1108/eemcs-01-2016-0011.
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Subject area Corporate social responsibility, specifically nonprofit business collaborations from a nonprofit’s perspective. Study level/applicability Graduate level programs in nonprofit management, corporate social responsibility and development management; it can also be used for executive education. Case overview Social enterprises and nonprofits at present increasingly look to corporate firms for grant funds to finance their activities and assets. This case features the experiences of one of the largest nonprofit eye care providers in India, LV Prasad Eye Institute based in Hyderabad in accessing corporate financial support in the form of corporate social responsibility funding. The case deals with the organization challenges, stresses and strains that arise in a nonprofit–corporate partnership. Specifically, it focuses on the strategic and operational challenges that emerge from the partnerships. The partnerships reviewed in the case pertain to rehabilitation. Expected learning outcomes After solving the case, the participants will be able to understand the stages in developing collaborations between nonprofits and businesses for corporate social responsibility. They will also be able to understand the internal implications for nonprofits operations and strategy from such collaborations. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS11: Strategy.
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Yu, Shu, and Takaya Yuizono. "A Proximity Approach to Understanding University-Industry Collaborations for Innovation in Non-Local Context: Exploring the Catch-Up Role of Regional Absorptive Capacity." Sustainability 13, no. 6 (March 23, 2021): 3539. http://dx.doi.org/10.3390/su13063539.
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The article aims to explore which types of proximity approach can foster university–industry (U-I) collaborations for innovation and discuss the role of different dimension regional absorptive capacity in cooperation to promote inter-regional partnerships from “unbalance” to “coordination”. Therefore, we intercept 484 pairs of cooperative entities and analyze proximity effects and heterogeneity cross-regional U-I collaborations by hierarchical regression. The results show: (1) In non-local contexts, geographic distance is not a hamper for improving innovation performance. The economic development level has no significantly different effects on such a role. (2) Technological proximity plays a negative role in increasing innovative performance, and the eastern region has the most noticeable results. (3) The closer in social distance can get more innovation performance in eastern and western, but the central area negatively affects. (4) The U-I collaborations for innovation performance-enhancing advantages are not equal for all regions but are moderating by specific regional absorptive capacity dimensions. The areas with a higher level of internal human capital can get more catch-up effects. The lagging regions should increase talents to promote cross-regional cooperation for catching up. In contrast, the prosperous areas should take advantage of the talent-gathering effects to promote knowledge spillover.
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Yunus, Erlinda N. "Leveraging supply chain collaboration in pursuing radical innovation." International Journal of Innovation Science 10, no. 3 (September 3, 2018): 350–70. http://dx.doi.org/10.1108/ijis-05-2017-0039.
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PurposeThe purpose of this study is to examine the relationship between supply chain collaboration and innovation. It particularly investigates the effect of collaboration on radical innovation and highlights the positive impact of innovation, both radical and incremental, on business performance.Design/methodology/approachA survey of 230 Indonesian firms was conducted and the instrument was tested for reliability and validity to warrant its psychometric properties. The data were analyzed using structural equation modeling.FindingsThis study reveals that collaboration with suppliers brings radical innovation, while collaboration with customers brings incremental innovation. Contrary to this study’s conjecture, albeit interesting, collaboration with customers negatively affects radical innovation. Both radical and incremental innovations further exert a positive influence over firm performance.Research limitations/implicationsThis study focuses on the relationships between supply chain collaboration, innovation and firm performance. The results enhance our understanding of types of innovation that are promoted by each dimension of collaboration. Further studies could extend the research by using a more elaborate measure of innovation or perform a longitudinal examination.Practical implicationsManagers are encouraged to pursue innovation as it improves firm performance. They could exploit their current partnership with customers to generate incremental innovation or leverage their supplier network to develop radical innovation.Originality/valueStudies that specifically investigate the impact of firms’ collaboration with their supply chain partners on radical innovation are quite scarce. This empirical study is among the very few to fill this void by providing an integrative assessment of customer, supplier and internal collaborations and their impact on both radical and incremental innovation.
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Pennacchio, Luca, Giuseppe Piroli, and Otello Ardovino. "The Role of R&D Cooperation in Firm Innovation." International Journal of Innovation and Technology Management 15, no. 01 (February 2018): 1850003. http://dx.doi.org/10.1142/s0219877018500037.
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The present paper investigates the role of research and development (R&D) cooperation in firm innovation. In particular, we evaluate the direct impact of cooperation on firm innovation and its moderating effect on the relationship between internal R&D and innovation. The empirical analysis is based on a large sample of Italian firms drawn from the Sixth Community Innovation Survey. We estimate a multivariate probit model which takes into account the complementarity of different types of innovation and the heterogeneity in the choice of cooperation partners. The estimation results indicate a strong and positive effect of non-competitive collaborations with suppliers, clients and private research institutes on the different types of firm innovation. Collaborations with universities enhance organizational innovations but have weak effects on the other types of innovations. Also cooperation with competitors positively affects firms’ innovations, especially in the case of organizational innovations. On the other hand, moderating effects are scant and restricted to some forms of non-competitive cooperation.
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CRICELLI, LIVIO, MARCO GRECO, and MICHELE GRIMALDI. "ASSESSING THE OPEN INNOVATION TRENDS BY MEANS OF THE EUROSTAT COMMUNITY INNOVATION SURVEY." International Journal of Innovation Management 20, no. 03 (March 9, 2016): 1650039. http://dx.doi.org/10.1142/s1363919616500390.
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Many authors showed the benefits of open innovation (OI) to firms, consequently encouraging managers to adopt the OI paradigm to improve innovation performance. Nevertheless, whether firms have accepted such exhortations or not is almost empirically unexplored. The frequent claim that firms are increasingly adopting the OI paradigm is mostly anecdotal. This paper presents a large-scale analysis of firms’ OI adoption by means of four waves of the community innovation survey, including 275,697 questionnaires. The analysis focuses on the trends in the use of inbound (internal use of external knowledge) and coupled (collaboration with partners) OI approaches. The results confirm that the share of firms adopting the OI paradigm has increased, both in terms of inbound and coupled OI actions. Similarly, firms have intensified the use of the inbound OI mode, whereas they have not intensified the use of collaborations. However, the analyses of different measures of OI show that in most cases the positive trends have not been monotonic, nor steep as they are anecdotally considered to be.
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Kimseng, Tieng, Amna Javed, Chawalit Jeenanunta, and Youji Kohda. "Applications of Fuzzy Logic to Reconfigure Human Resource Management Practices for Promoting Product Innovation in Formal and Non-Formal R&D Firms." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 2 (May 18, 2020): 38. http://dx.doi.org/10.3390/joitmc6020038.
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Human resource management (HRM) practices for promoting innovation tend to vary from one context to another. This leads us to investigate the configurations of internal HRM practices and supply chain collaborations that help firms to achieve high levels of product innovation or cause firms to achieve low levels of product innovation in formal R&D firms—firms which have actively engaged in systematic innovation, have established an R&D department, and/or have allocated budgets for R&D intention—and non-formal R&D firms. The data were collected during the period December 2016–February 2017 from manufacturing firms located in the Bangkok metropolitan area, Thailand. In total, 87 respondents were included for an empirical fuzzy-set qualitative comparative analysis. The results indicate that, first, formal and non-formal R&D firms achieve high levels of product innovation by adopting internal HRM practices or collaborating with customers/suppliers. They also can achieve high levels of product innovation if they adopt both simultaneously. Second, formal R&D firms achieve high levels of product innovation if they adopt R&D personnel development; otherwise, they need to collaborate with customers and suppliers to achieve high levels of product innovation. Finally, miss-adopting R&D personnel development causes formal and non-formal firms to achieve lows levels of product innovation.
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Mateos, Carlos. "Lilly Research Award Program (LRAP): A Successful Academia–Industry Partnership Model in the Context of Flow Chemistry for Drug Discovery." CHIMIA International Journal for Chemistry 73, no. 10 (October 30, 2019): 803–8. http://dx.doi.org/10.2533/chimia.2019.803.
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The Lilly Research Award Program (LRAP) provides academic researchers worldwide with a gate to partner with Lilly internal scientists who are working on basic and applied research to collaboratively advance novel impactful projects. The pre-competitive nature of these projects is the most relevant feature as it permits the shared publication of the research outcomes immediately. In this article, this highly successful initiative is reviewed in the context of general academia-industry collaborations and the lessons learned from different shared projects, in the area of innovative continuous flow chemistry, will be discussed.
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Styhre, Alexander, and Björn Remneland-Wikhamn. "The institutional work of life science innovation leadership: the case of a bio venture hub." Qualitative Research in Organizations and Management: An International Journal 11, no. 4 (November 14, 2016): 253–75. http://dx.doi.org/10.1108/qrom-10-2015-1331.
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Purpose Life science innovation is a complex domain of professional work including scientific know-how, regulatory expertise, and commercialization and marketing skills. While the investment in basic life science research has soared over the last decades, resulting in a substantial growth in scientific know-how, the life science industry (and most notably pharmaceutical companies) unfortunately reports a meagre innovative output. In order to counteract waning innovation productivity, new organizational initiatives seek to better bridge and bond existing life science resources. The purpose of this paper is to report a case study of bio venture hub initiative located in a major multinational pharmaceutical company. Design/methodology/approach Drawing on institutional work literature, an empirical study based on case study methodology demonstrates that new life science collaborations demand both external and internal institutional work to challenge conventional wisdom, making the legal protection of intellectual properties a key factor in the field and that in turn complicates much firm collaborations. Such institutional work questions existing practices and opens up new pathways in life science innovation work. Findings The bio hub initiative, which in considerable ways breaks with the traditional in-house and new drug development activities located in enclosed R&D departments and in collaboration with clinical research organizations, demands extensive institutional work and political savoir-faire to create legitimacy and operational stability. Not only are there practical, legal, and regulatory issues to handle, but the long-term legitimacy and financial stability of the bio hub initiative demands support from both internal and external significant actors and stakeholders. The external institutional work in turn demands a set of skills in the bio venture hub’s management team, including detailed scientific and regulatory expertise, communicative skills, and the charisma and story-telling capacities to convince and win over sceptics. The internal institutional work, in turn, demands an understanding of extant legal frameworks and fiscal policies, the ability to handle a series of practical and administrative routines (i.e. how to procure the chemicals used in the laboratory work or how to make substance libraries available), and to serve as a “match-maker” between the bio venture hub companies and the experts located at the hosting company. Originality/value The case study provides first-hand empirical data from an unique initiative in the pharmaceutical industry to create novel collaborative spaces where small-sized life science companies can take advantage of the mature firm’s expertise and stock of know-how, also benefitting the hosting company as new collaborations unfold and providing a detailed understanding of ongoing life science innovation projects. In this view, all agencies embedded in institutional field (i.e. what has been addressed as “institutional work” – the active work to create, maintain, or disrupt institutions) both to some extent destabilize existing practise and create new practices better aligned with new conditions and relations between relevant and mutually dependent organizations. The empirical study supports the need for incorporating the concept of agency in institutional theory and thus contributes to the literature on institutional work by showing how one of the industries, the pharmaceutical industry, being strongly fortified by intellectual property rights (i.e. a variety of patents), inhibiting the free sharing of scientific and regulatory know-how and expertise, is in fact now being in the process of rethinking the “closed-doors” tradition of the industry. That is, the institutional work conducted in the bio venture hub is indicative of new ideas entering Big Pharma.
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Nzomo, Victor, Jacquelene Mwangi, Louisa Matu-Mureithi, Caroline Wanjiru Muchiri, and Isaac Rutenberg. "Drivers and Modalities of Collaborative Innovation among Nairobi’s Mobile Tech Start-ups." African Journal of Information and Communication, no. 26 (December 15, 2020): 1–24. http://dx.doi.org/10.23962/10539/30359.
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This article sets out findings from research into the collaborative modalities present in the innovation practices of mobile tech start-ups in the Kenyan capital, Nairobi. Drawing on findings from qualitative data collection from respondents at 25 startups in the Nairobi mobile tech ecosystem, the study explores the start-ups’ participation in tech hubs, their internal collaborative activities, their external collaborations, their approaches to managing the knowledge and innovations they generate, and their approaches to the scaling of their enterprises. The study finds that three key drivers of the start-ups’ collaborative innovation practices are openness, networking, and informality.
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Spraul, Katharina, and Julia Thaler. "Partnering for good? An analysis of how to achieve sustainability-related outcomes in public–private partnerships." Business Research 13, no. 2 (March 30, 2019): 485–511. http://dx.doi.org/10.1007/s40685-019-0097-3.
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Abstract Since 1987, members of the United Nations have strived for improving sustainability to fulfill the vision of sustainable development. Current discussions focus on the role of collaborations between public and private actors to realize social, ecological, and economic sustainability. This study explores how public–private partnerships may contribute to the achievement of sustainability-related outcomes by analyzing a longitudinal case in the German public bathing and swimming pool sector. The empirical findings illustrate how both external conditions, such as regulation or industry-self regulation, and internal elements, such as specific structure and process elements of the public–private partnership, contribute to sustainability-related outcomes. Results reveal an interaction of specific external conditions and some internal elements. Our findings serve as a starting point for further empirical investigations of the sustainable provision of public services via public–private partnerships, and form a basis for theory development. The revealed insights result in practical implications for partners involved in public–private partnerships.
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Aslani, Alireza, Hossein Eftekhari, and Mehdi Didari. "Comparative Analysis of the Science and Technology Parks of the US Universities and a Selected Developing Country." Journal on Innovation and Sustainability. RISUS ISSN 2179-3565 6, no. 2 (August 10, 2015): 25. http://dx.doi.org/10.24212/2179-3565.2015v6i2p25-33.
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Science and technology parks (STP) are as the main linkage between university and industry in order to develop and commercialize innovations and new products/services. A STP is an area where innovation is a key and supports university, industry and even government collaborations to speed the development of high tech-economic and advancing knowledge. They provide a variety of shared resources such as incubators, collaboration activities, uninterruptible power supply, reception and security, science and technology corridor, management offices, restaurants, bank, internal transportation, entertainment and sports facilities to bring the potential ideas and products/services in the market and industry to improve the community prosperity.This research reviews the STPs located in the US universities in order to have a comparative analysis with a STP located in the developing countries. Our case is the STP of the University of Tehran in Iran. Although the STO of University of Tehran is working with more than 10 years’ experience, however, there are noticeable gaps between the achievements and potentials and targets based on the assessment indicators. Therefore, comparative studies with successful cases help to cover such gap. Our research also presents an innovative framework in order to better performance of STP of the University of Tehran.
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Abiola, Solomon, and Kristen Bush. "2527." Journal of Clinical and Translational Science 1, S1 (September 2017): 21. http://dx.doi.org/10.1017/cts.2017.87.
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OBJECTIVES/SPECIFIC AIMS: (1) Obtain publically available citation data, funding data, and generate multiple networks topologies based on dynamic queries of individual faculty. (2) Determine successful pathways that lead to tenure, and career advancement, in addition to determining the effect of CTSA programs on faculty collaboration. (3) Develop publically available commercial interface for the study of faculty networks METHODS/STUDY POPULATION: For our study we included all available citation and funding data publically available on all CTSA programs (as of 2015) with historical data dating back to 2005. We then included the top 25 collegiate institutions who may not have had a CTSA program (eg, Princeton University). We then developed network topologies for each university network, and explore the evolution of individuals in these networks, and the effects of faculty development—as an example in the University of Rochester network, we singled out the directors of the CTSA program there to understand their level of centrality and overall impact on network development, with key observations being that early publications across varying domains lead to stronger network performance. Although individuals who did not benefit from such development, may have succeeded but if they did were likely to leave the institution for elsewhere. RESULTS/ANTICIPATED RESULTS: A secondary goal of this project is to evaluate the effectiveness of the Clinical & Translational Science Institute (CTSI) since its inception in 2006. The mission of CTSI is to advance the field of translational science and research, to link other departments at URMC and community stakeholders by research collaboration, publication, and goals to improve population health, and provide translational education and training to students, researchers, and physicians. To determine how the induction of CTSI affects collaboration within the URMC network, we examined the role of funding in the CTSI network. This was done around the second successful funding around 2013. In doing so we can see that not only did the funding request affect the network topology, but opened new collaborations which were not present prior to the request. DISCUSSION/SIGNIFICANCE OF IMPACT: We have developed an automated method, which is superior to manual methods necessary for citation generation and funding data analysis of faculty growth in citation networks. This technique is applicable to all institutions, not just those in a CTSA environment, but demonstrates the benefit of cross-collaborative efforts, in the case of the URMC network we can state the following. The key takeaway is for individuals to succeed in the URMC collaborative environment they should create their own network and expand it and eventually rise to prominence. There are 2 pathways to this you can take the Dewhurst approach which is to seek out collaborations among internal peers and scale up. Or you can take the Nedergaard approach which is develop the special network, and gain enough public recognition outside of the network that you are capable of leaving it (Fig. 2d). In either case, collaborations among communities and diverse out-degree networks allow faculty to succeed in their given field. Given the wealth of data which has been curated in this fashion, there are numerous explicit questions that can be asked of the data. One of the unique approaches of this data is that is highly reproducible, which allows various questions to be asked. Future work would try to determine what optimal pathways are in a given network to success, and who are ideal collaborators, and collaborations to avoid. Given this information, custom pathways to career success for individual faculty can be developed, moving beyond purely institutional level co-citation networks, which do little to advance faculty development at scale. In Figs 1c and d, the network increased by 75% in terms of graph density (0.007) and decreased by 18.8% (16) in terms of diameter. What this suggest in that the interconnectivity of the network grew dramatically, while the ability for new members to integrate into it increased. This also apparent when one examines the modularity of the network down by 3.6% (0.857), this suggest that the network has as many communities but these communities are less isolated that those in the previous funding year, meaning fields are becoming more transdisciplinary in their collaborations. This was the result of the presence of a CTSA program, thus demonstrating the effectiveness of such institutions, however, our analysis also lays the framework for applying this to other institutions which may be considering a CTSA. Or maintaining the success of a given CTSA program, and ultimately determining where faculty should place their efforts and choose which programs to pursue career advancement.
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Lo Scalzo, Alessandra, Nicola Vicari, Mirella Corio, Maria Rosaria Perrini, Tom Jefferson, Francesca Gillespie, and Marina Cerbo. "COLLABORATIVE MODELS FOR THE JOINT PRODUCTION OF CORE HEALTH TECHNOLOGY ASSESSMENTS: NEGATIVE AND POSITIVE ASPECTS FOR THE JOINT WORK OF DIFFERENT EUROPEAN AGENCIES." International Journal of Technology Assessment in Health Care 30, no. 5 (November 2014): 536–43. http://dx.doi.org/10.1017/s026646231400066x.
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Objectives: The purpose of the European network for Health Technology Assessment (EUnetHTA) is to make HTA agencies collaborate sharing methods and tools thus avoiding duplication of evaluative efforts and allowing resource savings. From 2010 to 2012, the activities of the network were carried out through EUnetHTA Joint Action 1 and Work Package 4 Strand B aimed at producing two Core HTAs with two main objectives: to test the Web based Core model and the collaborative working models. Our objective in this article is to give an historical record of the Work Package activities highlighting what worked and what did not in the collaboration of researchers’ groups coming from different agencies.Methods: A retrospective description of all the steps for the joint production of the two Core HTAs is provided starting from the first step of selecting technologies of common interest. Primary researchers’ views on the whole process have been collected through a semi-structured telephonic interview supported by a questionnaire. Coordinators views were gathered during internal meetings and validated.Results: Majority of respondents thought topic selection procedure was not clear and well managed. About collaborative models, small groups were seen to enable more exchange, whatever the model. According to coordinators, loss of expertise and experience during the production process, different languages, and novelty of the Online Tool were main barriers.Conclusions: Lessons learned from this first experience in Joint Action 1 paved the path for the collaboration in Joint Action 2, as it allowed enhancements and changes in models of collaborations and coordination.
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van Vlijmen, Herman, Albert Mons, Arne Waalkens, Wouter Franke, Arie Baak, Gerbrand Ruiter, Christine Kirkpatrick, et al. "The Need of Industry to Go FAIR." Data Intelligence 2, no. 1-2 (January 2020): 276–84. http://dx.doi.org/10.1162/dint_a_00050.
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The industry sector is a very large producer and consumer of data, and many companies traditionally focused on production or manufacturing are now relying on the analysis of large amounts of data to develop new products and services. As many of the data sources needed are distributed and outside the company, FAIR data will have a major impact, both by reducing the existing internal data silos and by enabling the efficient integration with external (public and commercial) data. Many companies are still in the early phases of internal data “FAIRification”, providing opportunities for SMEs and academics to apply and develop their expertise on FAIR data in collaborations and public-private partnerships. For a global Internet of FAIR Data & Services to thrive, also involving industry, professional tools and services are essential. FAIR metrics and certifications on individuals, data, organizations, and software, must ensure that data producers and consumers have independent quality metrics on their data. In this opinion article we reflect on some industry specific challenges of FAIR implementation to be dealt with when choices are made regarding “Industry GOing FAIR”.