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Literature has shown that proximity between university and industry partners affects the probability to initiate, the intensity and the quality of university-industry collaborations (UICs). Instead, limited attention has been paid to the relationships between proximity and the types of impacts of UICs. In this study, we analyse the association between collaborators' proximity and the extent to which UICs generate economic, social and knowledge impacts. We build on an evidence base combining: (i) reports describing the impacts of 415 UICs funded by the United Kingdom's innovation agency, (ii) data on UIC partners, and (iii) in-depth interviews. In doing so, we showcase an original approach to capturing the types of impact of each UIC by means of topic detection. Our analysis suggests that cognitive and institutional proximity are substitutes in relation to knowledge impact, geographical and institutional proximity are substitutes in relation to economic impact, and social impact is associated with cognitive and institutional distance. We derive implications for universities, businesses and policymakers on how best to exploit proximity between university and industry to generate valuable impacts on society, the economy and the knowledge base. [ABSTRACT FROM AUTHOR]

Despite its growing research popularity, corporate sustainability (CS) has received relatively little attention in terms of explaining its underlying dimensions, the so-called triple bottom line (TBL): environmental, social, and financial performance. Relying on the systems thinking view, this paper offers a comprehensive approach that enhances our understanding of these isolated TBL dimensions. Based on a sample of Turkish firms from various industries, a serial mediation model was formed, and structural equation modelling is undertaken to understand the relationships among the dimensions of CS-TBL. Thus, we holistically examine whether environmental proactivity and operational effectiveness mediate the relationship between corporate social performance and organizational performance. The collective role of both environmental proactiveness and operational effectiveness is also examined on reaching the organizational performance via taking societal initiatives. Our findings indicate that all three aspects of sustainability have mutually supportive relationships as demonstrated by positive mediating mechanisms between corporate social performance and organizational performance. The mediation results correspond with the systems thinking view (STV). They indicate that organizations need to rely on various methods to integrate and manage isolated parts of the TBL in achieving CS while building up three areas of the triple bottom line which boosts organizational performance. [ABSTRACT FROM AUTHOR]

University-business collaborative projects play a crucial role in the knowledge-based economy. While university-business collaborations are perceived to be challenging owing to inherent differences between collaborators, past research has paid surprisingly little attention to the relationship between the collaborators' affective evaluation of the project and collaboration outcomes, including the decision to engage in future collaborations. By performing sentiment analysis on a dataset of 415 final reports from university-business collaborative projects, we find that the collaborators' positive affective evaluation of the project is positively correlated with its perceived benefit, which is a predictor of future collaboration. Moreover, positive affective evaluation moderates the negative effect of perceived challenges of the collaboration on its perceived benefits. These findings highlight the importance of managing perception and affective evaluation to promote successful university-business collaborations. They also showcase sentiment analysis as a helpful foresight tool to identify collaborations that are more likely to sustain in the future. [ABSTRACT FROM AUTHOR]

Adopting a holistic view of disruptive innovation, we take a broad view of disruption at the level of innovation ecosystems. By applying the lens of effectuation to disruptive innovation, we examine how firms enter into an ecosystem and contribute to disruption. Using empirical evidence from the emerging 3D printing ecosystem, we build a conceptual model that illustrates three main themes of a process model on disruption at the level of innovation ecosystems: Level of disruption, (core, peripheral and/or support); ecosystem behavior, (integration, collaboration) and means and ends (products as means, capabilities as means). Our conceptual model can guide managers in identifying factors that influence the process of disruption. [ABSTRACT FROM AUTHOR]