Companies' human capital for university partnerships: A micro-foundational perspective
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Companies' human capital for university partnerships : A micro-foundational perspective. / Albats, Ekaterina; Bogers, Marcel; Podmetina, Daria.
In: Technological Forecasting and Social Change, Vol. 157, 120085, 2020.Research output: Contribution to journal › Journal article › peer-review
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TY - JOUR
T1 - Companies' human capital for university partnerships
T2 - A micro-foundational perspective
AU - Albats, Ekaterina
AU - Bogers, Marcel
AU - Podmetina, Daria
PY - 2020
Y1 - 2020
N2 - Forming strategic partnerships, particularly university partnerships, is among the important aspects of companies’ innovation strategies that shape their innovation performance. While research has uncovered many macro-level attributes of such partnerships, the micro-level, including the human side, of these inter-organizational relationships is only partly understood. We especially lack an understanding of how individual, manager-level characteristics facilitate company collaboration with partners such as universities. Applying a micro-foundational lens and building on 10 qualitative case studies, we identify how companies’ human capital helps overcome barriers and enhance the drivers of university–industry collaboration. We propose a two-dimensional framework consisting of companies’ human capital components and their managerial roles for university partnerships—attitudinal, relational, and cognitive—to guide future research on human capital in the context of university–industry strategic partnerships. The framework will also assist managers and recruiters in better understanding the role of human capital in their collaborations with universities.
AB - Forming strategic partnerships, particularly university partnerships, is among the important aspects of companies’ innovation strategies that shape their innovation performance. While research has uncovered many macro-level attributes of such partnerships, the micro-level, including the human side, of these inter-organizational relationships is only partly understood. We especially lack an understanding of how individual, manager-level characteristics facilitate company collaboration with partners such as universities. Applying a micro-foundational lens and building on 10 qualitative case studies, we identify how companies’ human capital helps overcome barriers and enhance the drivers of university–industry collaboration. We propose a two-dimensional framework consisting of companies’ human capital components and their managerial roles for university partnerships—attitudinal, relational, and cognitive—to guide future research on human capital in the context of university–industry strategic partnerships. The framework will also assist managers and recruiters in better understanding the role of human capital in their collaborations with universities.
KW - University-industry partnership
KW - Strategic partnership
KW - Micro-foundations
KW - University-industry collaboration
KW - Human capital
KW - Innovation
U2 - 10.1016/j.techfore.2020.120085
DO - 10.1016/j.techfore.2020.120085
M3 - Journal article
VL - 157
JO - Technological Forecasting and Social Change
JF - Technological Forecasting and Social Change
SN - 0040-1625
M1 - 120085
ER -
ID: 246672555