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This study uses a sample of Japanese university scientists in life and materials sciences to examine how academic entrepreneurship has affected the norms and behaviors of academic scientists regarding sharing scientific resources. Results indicate that high levels of academic entrepreneurship in a scientific field are associated with less reliance on the gift-giving form of sharing (i.e., generalized exchange) traditionally recommended by scientific communities, and with a greater emphasis on direct benefits for givers (i.e., direct exchange), as well as a lower overall frequency of sharing. We observe these shifts in sharing behavior even among individual scientists who are not themselves entrepreneurially active; this suggests a general shift in scientific norms contingent on institutional contexts. These findings reflect contradictions inherent in current science policies that simultaneously encourage open science as well as commercial application of research results, and they suggest that the increasing emphasis on commercial activity may fundamentally change the normative structure of science. (Contains 4 tables, 4 figures and 22 notes.)

Summary: Treatment with rumen fluid improves methane production from non‐degradable lignocellulosic biomass during subsequent methane fermentation; however, the kinetics of xylanases during treatment with rumen fluid remain unclear. This study aimed to identify key xylanases contributing to xylan degradation and their individual activities during xylan treatment with bovine rumen microorganisms. Xylan was treated with bovine rumen fluid at 37°C for 48 h under anaerobic conditions. Total solids were degraded into volatile fatty acids and gases during the first 24 h. Zymography showed that xylanases of 24, 34, 85, 180, and 200 kDa were highly active during the first 24 h. Therefore, these xylanases are considered to be crucial for xylan degradation during treatment with rumen fluid. Metagenomic analysis revealed that the rumen microbial community's structure and metabolic function temporally shifted during xylan biodegradation. Although statistical analyses did not reveal significantly positive correlations between xylanase activities and known xylanolytic bacterial genera, they positively correlated with protozoal (e.g., Entodinium, Diploplastron, and Eudiplodinium) and fungal (e.g., Neocallimastix, Orpinomyces, and Olpidium) genera and unclassified bacteria. Our findings suggest that rumen protozoa, fungi, and unclassified bacteria are associated with key xylanase activities, accelerating xylan biodegradation into volatile fatty acids and gases, during treatment of lignocellulosic biomass with rumen fluid. [ABSTRACT FROM AUTHOR]

The concept of ambidextrous organization, which is allowing exploration and exploitation to coexist within an organization, has attracted considerable interest and is useful in understanding the corporate transformation process. We aim to advance the framework of ambidextrous organization by incorporating the aspect of exploration persistency. Our in‐depth case study revealed the contrasting persistence of exploration for new technology and new business between Fujifilm and Kodak through analysis of patent data from 1982 to 2012. Also, we discuss how the degree of exploration persistency is influenced by the effects of exploitation and knowledge accumulation within ambidextrous organization. In this paper, exploration persistency is defined as the degree to which an organization continues exploration in a consistent direction along a particular path and the amount of resources the organization applies to or invests in the exploration activity until the organization realizes that it is headed in the wrong direction. We examine the different fates of Fujifilm and Kodak through the lens of exploration persistency. [ABSTRACT FROM AUTHOR]

The video cassette recorder industry illustrates the process of systemic innovation through cross-border networks. With the increasing complexity of information technology, innovation is developed through network management rather than by the traditional entrepreneur. Innovation occurs systemically by branching out from a single invention into related areas. Network management encourages cooperation and the formation of spontaneous networks across borders rather than centralized control.