University technology transfer organizations: Roles adopted in response to their regional innovation system stakeholders

This paper investigates the organizational roles that University Technology Transfer Organizations (UTTOs) adopt in response to their Regional Innovation System (RIS) stakeholders. In a qualitative case study, we focus on ‘systemic’ intermediation and investigate three French UTTOs within their resp...

Full description

Saved in:
Bibliographic Details
Published in:Journal of business research 2020-10, Vol.119, p.218-229
Main Authors: Kreiling, Laura, Serval, Sarah, Peres, Raphaële, Bounfour, Ahmed
Format: Article
Language:English
Subjects:
Economics and Finance
Humanities and Social Sciences
Innovation intermediaries
Organizational roles
Regional innovation system
Stakeholders
University-industry technology transfer
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:This paper investigates the organizational roles that University Technology Transfer Organizations (UTTOs) adopt in response to their Regional Innovation System (RIS) stakeholders. In a qualitative case study, we focus on ‘systemic’ intermediation and investigate three French UTTOs within their respective RIS. Utilizing a conceptual framework anchored in stakeholder theory, four RIS stakeholders who operate at an operational or institutional level are identified. This broadens the traditional focus on academic and industry as the main stakeholders. In the three cases, we find that in response to these RIS stakeholders, six organizational roles were concurrently adopted: University Defender, Boundary Spanner, Investor, Cultural Change Agent, Territorial Builder, and Accountability Officer. It is discussed how the multitude of roles creates organizational tensions and their managerial implications. These findings improve the understanding on the influence of RIS on UTTOs and their organizational roles as part of a systemic and active approach to the innovation process.
ISSN:0148-2963
1873-7978
DOI:10.1016/j.jbusres.2019.08.031