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- Arena, Lise, et al.
(författare)
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"A propos du développement de deux business Schools d'élite au Royaume-Uni : Une comparaison entre Cambridge et Oxford (1900-2000)"
- 2011
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Ingår i: Entreprise et Histoire. ; :65
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Tidskriftsartikel (refereegranskat)abstract
- (With first author: Lise Arena, University of Nice, GREDEG-CNRS, France) This research aims to identify a set of generative mechanisms which are shared by business schools’ process of development in their search for strategic comparative advantage. We use a processual approach (Pettigrew, 1997) based on two detailed historical studies supported by unexplored archival data and interviews: the case of the Saïd Business School at the University of Oxford and the case of the Judge Business School at the University of Cambridge (1990s – 2000s). Preliminary results indicate a complex process of emergence, development and institutionalisation which was neither a conscious desire expressed by existing academic institutions nor the result of a clear vision provided by academic leaders at the time. This research confirms Weick’s idea that business schools are loose couple systems that do not systematically express plans and intentional selection of means that get them to agree upon goals set a priori (Weick, 1976). Last but not least, our research shows that the nature of business schools’ organisational change combines a series of exogenous and endogenous generative mechanisms, through disjointed clusters of events. It is from this combination of exogenous and endogenous generative mechanisms inherited from the past that future business schools’ strategies might be considered.
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| 2. |
- Dang, Rani J., 1981, et al.
(författare)
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Developing A Technology Intelligence Strategy To Access Knowledge Of Innovation Clusters
- 2011
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Ingår i: in Strategies and Communications for Innovations, coord. Hülsmann M. and Pfeffermann N. (Eds) Springer-Verlag. March. - Germany : Springer-Verlag.
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Current times are characterised by a knowledge-based economy and fast technological change. In this difficult environment, companies compete to maintain a relevant position through innovation. In response to these challenges, many companies are currently adopting an open approach to innovation, pursuing innovation by combining internal and external resources. Technology intelligence (TI) activities support the implementation of open innovation with the systematic capture and delivery of information about threats and opportunities arising from new developments in science and technology. A popular choice for TI is to establish ‘listening posts’ in areas of intense innovative activities, for example in regional clusters where technical information flows are known to be particularly intensive. In fact, literature suggests that in clusters vertical interactions along the value chain and horizontal interactions between competing companies help companies to capture the regional market trends and preferences and take relevant decisions concerning their future technological focus. As companies cannot afford to setup a technology outpost in every single geographic area where innovation and technological development are intense and relevant, they need to develop a TI strategy to explore remotely the science and technology that is being developed across long geographic distances. This chapter illustrates through a detailed case study of Kodak European Research (KER), how companies can organise and implement TI activities to leverage the knowledge and existence of regional clusters. It integrates two domains of research on TI and regional clusters, giving insights into how TI activities are strongly influenced by location. Through the experience of KER, this chapter explores i) the pros and cons of becoming embedded within a cluster to take part in the ‘local buzz’; ii) the strategy to access knowledge of other clusters; iii) the communication strategy to manage the TI activity within and outside of the cluster.
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