on entrepreneurship and magnetism: universities in the knowledge economy
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From Size Contests to Synchronized Strategic Direction. On entrepreneurship and magnetism: Universities in the knowledge economy. Amir Sasson, BI SIU 08.03.2012. World Views. Atomistic view: Individual actors act in isolation from one another. - PowerPoint PPT PresentationTRANSCRIPT
Amir Sasson, BISIU 08.03.2012
On entrepreneurship and magnetism: Universities in the knowledge economy
From Size Contests to Synchronized Strategic Direction
World Views• Atomistic view: Individual actors act in isolation
from one another.• Property view: Actors with similar properties have
similar opportunities and constrains (e.g. Gender). • Density view: Actors belonging to the same group
have similar opportunities and constrains. • Network view: The system of relations between
actors defines the opportunities and constrains. Walman, 2005
• Relations• Opportunities• Constraints
“Network research embraces a distinctive perspective that focuses on relations among actors, whether they
are individuals, work units, or organizations. According to the network
perspective, actors are embedded within networks of interconnected
relationships that provide opportunities for and constraints on behavior.”. (Brass,
Galaskiewicz, Greve and Tsai, 2004 emphasis added)
• Structure/isolation
“The image of atomistic actors competing for profits against each other
in an impersonal marketplace is increasingly inadequate in a world in
which firms are embedded in networks of social, professional and exchange
relationships” (Gulati, Nohria and Zaheer, 2000: 203).
Some Network benefits Especially if knowledge is essential for
competitive advantage!• Fast access to information.• Fast access to technological know-how located
outside.• Economies of scale in joint research/production.• Risk sharing.• Access to complementary skills.• Flexibility and adaptability (vs. hierarchy)• Quest for quality.• Diffusion and knowledge transfer
Some liabilities of networks
• Restrict access: Limited club. • Preclude partnering with others.• Lock-in in unproductive relationships.
But networks are goal-specific,Not general purpose structuresLet’s stop counting network sizeAnd start thinking about:Network composition!
Public Knowledge Sphere
KnowledgeDynamics
Cluster Attractiveness
EducationalAttractiveness
TalentAttractiveness
R&D and InnovationAttractiveness
OwnershipAttractiveness
Environmental Attractiveness
The Emerald Model
Fisheries & Aquaculture
Cluster Attractiveness
EducationalAttractiveness
TalentAttractiveness
R&D and InnovationAttractiveness
OwnershipAttractiveness
EnvironmentalAttractiveness
Knowledge Dynamics
The Role of Knowledge Actors• If competitive advantage (also comparative
advantage!) is KNOWLEDGE dependent:– Most universities are not magnets but their
knowledge stocks are.