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To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.respol.2008.11.008 Byline: Daniela Defazio (a), Andy Lockett (b), Mike Wright (c)(d) Keywords: Research productivity; Collaboration; EU-funded networks Abstract: In this paper we examine how incentives for collaboration shape collaborative behavior and researcher productivity in the context of EU-funded research networks. EU-funded research networks require researchers to collaborate as a condition for securing research funding. The presence of research funding, therefore, may influence collaborative behavior. Our approach involves isolating the effects of funding, collaboration and previous collaborations (prior to funding) on research output, and examining how the pattern of collaboration affects research productivity over time. Employing a panel of 294 researchers in 39 EU research networks over a 15-year period we find that while the impact of funding on productivity is generally positive the overall impact of collaboration within the funded networks is weak. When we delineate between pre-, during- and post-funding periods, however, we find some important differences. During the period of funding, collaboration did not lead to an increase in research production. In the post-funding period we find that although the number of collaborations decreases within the network, the impact of collaboration on productivity is positive and significant. Our findings suggest that collaborations formed to capitalize on funding opportunities, while not effective in enhancing researcher productivity in the short run, may be an important promoter of effective collaborations in the longer run. Author Affiliation: (a) Telfer School of Management, University of Ottawa, 55 Laurier Avenue East, Ottawa, ON K1N 6N5, Canada (b) Nottingham University Business School, University of Nottingham, Jubilee Campus, Nottingham NG8 1BB, United Kingdom (c) Center for Management Buy-out Research, Nottingham University Business School, University of Nottingham, Jubilee Campus, Nottingham NG8 1BB, United Kingdom (d) Rotterdam School of Management, Erasmus University Rotterdam, 3000 DR Rotterdam, The Netherlands Article History: Received 29 August 2007; Revised 5 November 2008; Accepted 6 November 2008

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.respol.2008.04.021 Byline: Mike Wright (a), Bart Clarysse (b), Andy Lockett (c), Mirjam Knockaert (d) Keywords: University-industry linkages; University spin-offs; Licensing; Technology transfer Abstract: We analyze how mid-range universities can contribute to industrial change through the transfer of tacit and codified knowledge in the areas of spin-offs; licensing and patents; contract research, consultancy and reach-out; and graduate and researcher mobility. We use archival, survey and interview data relating to mid-range universities in mid-range environments in the UK, Belgium, Germany and Sweden. Our findings suggest that mid-range universities primarily need to focus on generating world-class research and critical mass in areas of expertise, as well as developing different types of intermediaries. Mid-range universities may need to develop a portfolio of university-industry linkages in terms of the scope of activities and the types of firms with which they interact. We also show that different intermediaries have important roles to play in developing university-industry linkages for mid-range universities. Author Affiliation: (a) Centre for Management Buy-out Research, Nottingham University Business School, Jubilee Campus, Nottingham NG8 1BB, UK (b) Tanaka Business School, Imperial College, Faculteit Economie & Bedrijfskunde, Universiteit Ghent, 46, Exhibition Road, London SW7, UK (c) Nottingham University Business School, Jubilee Campus, Nottingham NG8 1BB, UK (d) Vlerick Leuven Ghent Management School, University of Ghent, Ghent, Belgium

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.respol.2006.01.005 Byline: Mike Wright (a)(b), Andy Lockett (c), Bart Clarysse (c)(d), Martin Binks (e) Keywords: Universities; Spin-offs; Venture capital; High-tech; Entrepreneurial finance Abstract: The creation of university spin-out companies that create wealth is a major policy objective of governments and universities. Finance is a catalyst of this wealth creation yet access to venture capital is a major impediment faced by these companies. In this article we adopt a finance pecking order perspective to examine the problems faced by those university spin-out companies seeking to access venture capital. We triangulate evidence from spin-out companies, university technology transfer offices and venture capital firms in the UK and Continental Europe to identify the problems and to suggest policy developments for these parties as well as government. We compare perceptions of high-tech venture capital firms that invest in spin-outs with those that do not, and also consider VCs' views on spin-outs versus other high-tech firms. Our evidence identifies a mismatch between the demand and supply side of the market. In line with the pecking order theory, venture capitalists prefer to invest after the seed stage. However, in contrast to the pecking order theory, TTOs see venture capital as more important than internal funds early on. We develop policy implications for universities, technology transfer offices, academic entrepreneurs, venture capital firms and government and suggest areas for further research. Author Affiliation: (a) Centre for Management Buy-out Research, University of Nottingham, Jubilee Campus, Nottingham NG8 1BB, United Kingdom (b) Erasmus University, The Netherlands (c) Nottingham University Business School, University of Nottingham, Jubilee Campus, Nottingham NG8 1BB, United Kingdom (d) FEB, University of Gent, Hoveniersberg 24, 9000 Gent, United Kingdom (e) University of Nottingham Institute for Enterprise and Innovation, Nottingham University Business School, University of Nottingham, Jubilee Campus, Nottingham NG8 1BB, United Kingdom Article History: Received 18 March 2005; Revised 13 December 2005; Accepted 3 January 2006

Technology transfer process in non-commercial environments and research-based spin-off in these conditions is analyzed.

The impact of university investments in patenting and licensing activities, on technology transfer, is examined.

The impact of formation of new university ventures, on knowledge sharing, is examined.

Like any other retailers, web-based businesses face the challenge of attracting consumers to their stores (sites). In the case of offline retailers, location and brand are often identified as the most significant influences on store traffic. For web-based retailers, however, relatively little is known about the factors that attract visitors to sites. One potential method of attracting customer visits is links from other web sites, which may be viewed as a referral (e.g. word-of-mouth) from a trusted third party. To examine the importance of links we model the number of visits to individual internet retail stores as a function of the number of links each has with other sites and the information/product content of the internet retail store. Using data from Alexa.com () we test our model with the top 500 companies across five different industries. The results demonstrate that the number of links to a particular internet retail store explains over 60% of the variance of site traffic between different sites and that there is a very high level of industry concentration in all five sectors. These findings raise interesting issues for the design and implementation of strategies for attracting customers to Internet sites.

Data envelopment analysis and stochastic frontier estimation methods to examine the licensing activities of university technology transfer offices in United Kingdom are presented.

The different incubation strategies for spinning out companies employed by European Research Institutions are discussed. Cases used to validate incubation models in terms of resource and activities are presented.

The development of university spinout companies (USOs) is investigated. The four different critical junctures that are opportunity recognition, entrepreneurial commitment, credibility and sustainability needed to be overcome by spinout companies to succeed are identified.

What is collective leadership and how is it developed? Despite growing interest in collective leadership its definition, and understandings of the contextually situated process through which it develops, are limited. We draw on a five‐year longitudinal study to explain how collective leadership develops through ongoing negotiations between strategic ambiguity and reification. We delineate between directed work, collective work, and collective leadership to bring conceptual and definitional clarity to the field. We develop a process model to explain how contextual conditions influence the development of collective leadership. Introducing the concepts of accommodated divergence, directed convergence, and unified divergence we show how interorganizational collaborations can move from collective work to collective leadership. We argue that ‘unified divergence’ enables us to provide a more precise conceptual definition of collective leadership, which we define as: the interaction of strategic ambiguity and inward‐ and outward‐facing reification practices, resulting in agreed collective aims, alignment and coordination of activities, commitment to collective success, and the maintenance of divergent perspectives.

The operation of venture capital firms has attracted increasing research attention (Wright and Robbie [1998]). Considerable effort has focused on the role of contracts (Kaplan and Stromberg [2001]) and monitoring [...]

A study conducted to analyzes the approach of UK venture capital firms to make investments in technology firms is presented.

Andy Lockett (a,*) Steve Thompson (b) Abstract This paper analyzes the link between economics and the resource-based view (RBV) of the firm. Although, historically there has been a strong link [...]

A study of the customers that do and do not use Internet financial services is provided utilizing E.M. Rogers' model.

Employing a configurational approach we explore how ‘hybrid context’ shapes organizations’ adoption, and performance implications, of management practice. We do because hybrid contexts have been a policy aim of many governments seeking to blurr the distinction between the public, private and not‐for‐profit sectors. To conceptualize hybrid contexts we employ the dimensions of market authority and (the multiple) political authority. Employing data from UK care homes, our findings suggest that: (i) the adoption, and performance effects, of management practices are conditioned by dimensions of hybrid context; (ii) there is significant variation across the configurations in terms of the mix of management practices that lead to high and low performance; and (iii) there is a high degree of symmetry between high and low performance, with good management practices being a necessary condition for high performing as compared to low performing organizations.

Byline: Mirjam Knockaert, Andy Lockett, Bart Clarysse, Mike Wright This paper uses a unique dataset to examine the neglected but important issue concerning the relationship between the human capital and fund characteristics of venture capitalists and post-investment follow-up behaviour in early stage high-tech investments. We found no indication that involvement in monitoring activities by the investment manager is determined by either fund or human capital characteristics. In relation to value-adding activities, human capital variables were the most important, with previous consulting experience and entrepreneurial experience contributing to a higher involvement in value-adding activities. Furthermore, the diversity of an investment manager's portfolio was negatively related to involvement in value-adding activities. Finally, with respect to fund level characteristics, we found that investment managers of captive funds were less involved in value-adding activities.

The online financial services company Xenon Laboratories is used as a case study to evaluate how market research is conducted, and how the Internet can be leveraged for improving results and, in turn, services.

The ability of individuals to accommodate the emotional transition into roles requiring the construction of a leader identity is an under-researched phenomenon. To address this research gap we consider the experience of 32 nurse managers undergoing a leadership development programme, exploring how an emotional attachment to their professional group identity may cause identity conflict during the construction of a managerial leader identity. We consider how competing desired identities can result in negative emotional experiences, calling into question existing work, which assumes that desired group identities are congruent with leader identities. Our work suggests that identity work can mitigate identity conflict at the individual level, enabling nurse managers to function in their role, but emotional distress will continue due to a perceived loss of professional identity and group influence. We contend it is only by eschewing an emotional attachment to a professional group identity that nurse managers will be able to overcome this negative emotional experience.

The creation of new roles commonly threatens the power and status of elite professionals through the substitution of their labour. In this paper we examine the institutional work carried out by elite professionals to maintain their professional dominance when threatened. Drawing on 11 case sites from the English National Health Service (NHS) where new nursing or medical roles have been introduced, threatening the power and status of specialist doctors, we observed the following. First, the professional elite respond through institutional work to supplant threat of substitution with the opportunity for them to delegate routine tasks to other actors and maintain existing resource and control arrangements over the delivery of services in a way that enhances elite professionals’ status. Second, other professionals outside the professional elite, but relatively powerful within their own professional group, are co-opted by the professional elite to engage in institutional work to maintain existing arrangements. Our work extends Lawrence and Suddaby’s typology of institutional work in three ways. First, we reveal how different types of institutional work interact, and how different types of institutional work cross categories of creating or maintaining institutions. Second, we show how an actor’s social position or status, both intra-professionally as well as inter-professionally, in the institutional field frame the institutional work they engage in. Third, the institutional work of ‘theorizing’ by professional elites appears particularly significant, specifically the focus of the institutional work to invoke the concept of ‘risk’ associated with any change in service delivery, which maintains the model of medical professionalism.

Since the publication of Birger Wernerfelt's seminal article on the `Resource-based view of the firm' in 1984, the strategic management field has embraced the notion that firms are fundamentally heterogeneous in terms of their resources and internal capabilities. This paper assesses the development of the resource-based view (RBV) of the firm from Wernerfelt's own perspective. Given his limited engagement in the strategic management field over the previous decades, we asked Wernerfelt to revisit his work and to comment on the critical issues which have subsequently arisen as the RBV has developed into a dominant paradigm in strategic management.

The article discusses the abstract of the article "Creating network bridges for university technology transfer: The Medici Fellowship Program," by Simon Mosey, Andy Lockett and Paul Westhead, published in the February 2006 issue of "Technology Analysis & Strategic Management."

Interest in the role of business incubators in the development of high-technology start-up companies has increased dramatically in recent years. This interest has led to the creation of large numbers of ‘formal’ incubators, offering a wide range of business services to facilitate the development of the companies located within their walls. The authors argue that this may lead to a neglect of the role universities play in incubating high-technology start-up companies. In this paper the following question is considered: what kind of role can and should universities play in the process without being ‘formal’ incubators? In answering this question the role of the university in providing access to resources is examined. Based on a new survey and case material, the authors' contention is that universities are now performing many of the functions of an incubator. However, they differ from many ‘formal’ incubators in that they do not have clearly defined walls.

Universities have two options when they formulate policies to develop new technology-based start-ups. One approach is to encourage faculty members to engage in this activity. Another avenue is to encourage surrogate (external) entrepreneurs to assume a leadership role. Based on a survey of technology transfer/business development officers at 57 U.K. universities, we examine perceptions regarding the advantages and disadvantages of each approach. We also analyze whether there are significant differences in these attitudes between universities that have launched many start-ups and those that have been less active in this arena. Our results imply that the most significant barriers to the adoption of entrepreneurial-friendly policies are cultural and informational. We also find that universities that generate the most start-ups have more favorable attitudes towards surrogate entrepreneurs. It appears that a combination of academic and surrogate entrepreneurship might be the best approach for universities that wish to develop successful technology-transfer based start-up companies.