Performance of university technology transfer offices: evidence from Europe and Japan

PurposeThis study aims to improve the understanding of the factors that influence the performance of universities' technology transfer offices (TTOs), units charged with the responsibility for aiding the commercialization of research innovations.Design/methodology/approachTo empirically test the link between factors affecting TTO performance and whether these effects are contingent on a country-specific environment, survey data were collected from 187 TTO stakeholders (TTO heads, TTO employees and university researchers) in 18 countries of Europe and Japan, and structural equation modeling (SEM) was used.FindingsThe results show that the internal embeddedness of a TTO within a university is the most important factor in determining a TTO's performance. A TTO's performance is positively affected by its marketing capabilities and social embeddedness. Strict patent portfolio management has no significant impact on TTO performance in Japan and has a negative effect on European TTOs' performance.Originality/valueThis study highlights the role of organizational and interorganizational factors in TTO performance; moreover, this is one of the few multi-continent (Europe and Asia) studies in the domain of university–industry collaborations, expanding the current understanding of the contingent roles of the region of operation, which has remained unexplored, as extant studies were typically conducted in only one country.

Knowledge Recombination and Inventor Networks: The Asymmetric Effects of Embeddedness on Knowledge Reuse and Impact

Inventors are triply embedded. They are embedded in a network of knowledge components that they can reuse in future inventions. They are embedded in an inventor network, where internal embeddedness (the strength of relationships between focal inventors and their colleagues upon whose knowledge the team builds) and network centrality influence access to information. Finally, they are embedded in the firm, with its specific routines that favor external or internal knowledge search, what we call search orientation. Using a sample of 39,785 semiconductor patents, we study the pattern of knowledge reuse, or the recombination of technologically similar components, on invention impact. We propose that reuse of internal knowledge affects invention impact in a concave manner and posit that internal embeddedness steepens this relationship while network centrality leads to an inflection point shift. We examine whether these effects differ for subsamples of firms with inward- or outward-looking search orientation. We find that inward-looking firms’ optimal pattern of internal knowledge reuse does not differ markedly from that of outward-looking firms. We find that inward-looking firms are more susceptible to internal embeddedness and that centrality in the collaborative network flattens rather than shifts the relationship between reuse and impact. These findings elevate the theoretical discourse of embeddedness from the effects of network positions on innovation outcomes to similar network positions having asymmetric effects that vary with the firm’s search orientation. Our results contribute to an emergent area in innovation research on how inventor networks shape the inventive process and its outcomes.

Digital transformation of global business processes: the role of dual embeddedness

Purpose While much existing research on multinational corporation (MNC) digital transformation has followed a linear design and implementation logic using cross-sectional data, the multiple and divergent needs of headquarters (HQ) and subsidiaries suggest that MNC digital transformation actually involves a more iterative journey. The purpose of this paper is to apply the theoretical perspective of embeddedness to better define the complexities of MNC digital transformation, and identify how HQ and subsidiaries can navigate the complexities. Design/methodology/approach This paper presents a longitudinal multi-case study of five Forbes Global 2000 firms that are HQ in Europe with large subsidiaries in the USA. The authors conducted in-depth interviews with 26 senior executives at HQ and subsidiaries over a 15-month period. Findings The process of digital transformation is significantly influenced by internal embeddedness (relationship of HQ with subsidiaries and across subsidiaries) and external embeddedness (relationship of subsidiaries with their local markets), and also by strategy, financial and technology considerations. While HQ and subsidiaries have different perspectives, an understanding of these influences can help HQ and subsidiaries navigate digital transformation. Research limitations/implications HQ and subsidiaries can apply insights from this research to navigate the complexities of digital transformation. Originality/value This paper demonstrates that embeddedness is a useful theory to understand the complexities of MNC digital transformation.

Exploitation versus exploration

Purpose This paper aims to draw on the network perspective of organizational innovation to present an argument on how a subsidiary should select innovation behavior. Design/methodology/approach In this framework, the paper analyzes middle- and high-level managers of subsidiaries from various industries located in the Chinese Mainland. Findings The results suggest the following ideas: internal embeddedness is positively related to exploitation innovation, external embeddedness is inverted-U related to exploration innovation, the availability of alternatives positively moderates the main effects, whereas restraint in the use of power negatively moderates them. Research limitations/implications The current study has a few limitations that provide meaningful research directions for future investigations. First, it only considers the industry and ownership as control variables. Second, this study was conducted in the Chinese context. Practical implications The analysis of the relationship between embeddedness and innovation behavior also shows that focal subsidiary must dynamically adjust the way of embeddedness on the basis of its strategy, and it can reasonable leverage strategic assets for exploitation innovation or exploration innovation. From the perspective of headquarters, establishing deep embeddedness with a subsidiary and giving it indispensable support are important to promote that subsidiary’s exploitation innovation. Social implications The focal subsidiary should establish relationships with more alternative partners and develop relationships with power-advantaged partners through strategies such as a long-term contract, establishing an R&D alliance and entering a joint venture. Besides this, more powerful partners in the internal network should adopt various power usage strategies to promote focal subsidiary exploitation innovation and more powerful partners in the external network should show restraint in the use of power toward any subsidiary in an over-embedded situation. The result shows environment dynamism affects subsidiary exploration innovation more deeply than exploitation innovation. Consequently, managers should recognize the importance of dynamic adaptation to environmental changes and adjust their firms’ innovation behavior accordingly, especially when they are implementing an exploration innovation strategy. Originality/value The extent of embeddedness in an innovation network shapes the subsidiary innovation behavior, and this effect is moderated by power. The focal subsidiary should dynamically and strategically adjust its innovation behavior considering various its type and level of embeddedness.

Innovation-receiving subsidiaries and dual embeddedness: impact on business performance

Purpose – The purpose of this paper is to investigate the relationship between the degree of subsidiary’s external and internal embeddedness and the contribution on subsidiary’s business performance of a received innovation. In particular it focusses on dual embeddedness of the subsidiary that receives an innovation from the rest of the MNC’s network. Design/methodology/approach – Using Amadeus databases were selected 93 CEE subsidiaries located in six countries. Data were collected through a standardized questionnaire and three hypothesis were tested through an OLS regression model. Findings – The results indicate that the two types of embeddedness positively affect the received innovation’s contribution on business performance. Moreover, the inclusion of the interaction term shows how a simultaneously high level of embeddedness in both external and internal business networks lead to a multiplicative and positive effect on subsidiary’s business performance. This means that external and internal embeddedness are not mutually exclusive suggesting, at the same time, the presence of interdependencies between the two networks that leads the “dual embedded” subsidiary to better received innovation performance. Research limitations/implications – The results are limited due to the sample characteristics and the conceptual focus of network theory. Regarding the first point, the results are derived from MNC coming from developed European countries that are geographically proximate. Regarding the second point, this approach neglects the limitations of networks. Practical implications – These results, therefore, propose to management the need to force the subsidiary toward a dual embeddedness in order to achieve better performance when an innovation has been received. Social implications – This study puts in evidence how Eastern European policy makers should increase the knowledge sharing and accumulation in the local clusters between all the stakeholders with the aim at increasing the “appeal” of this area. Originality/value – The specific contest in which the embedddedness component is analyzed is the main contribution of the paper because most of the previous research have been focussed on subsidiaries that develop and transfer the innovation. Moreover, the specific area where subsidiaries are located (Central and East Europe) may be another important contribution.