{"id":3017,"date":"2019-09-25T12:11:19","date_gmt":"2019-09-25T10:11:19","guid":{"rendered":"http:\/\/www.chairedelimmateriel.u-psud.fr\/2019\/09\/25\/publication-journal-business-research-university-technology-transfer-organizations\/"},"modified":"2019-09-25T12:31:53","modified_gmt":"2019-09-25T10:31:53","slug":"publication-journal-business-research-university-technology-transfer-organizations","status":"publish","type":"post","link":"http:\/\/www.chairedelimmateriel.universite-paris-saclay.fr\/en\/2019\/09\/25\/publication-journal-business-research-university-technology-transfer-organizations\/","title":{"rendered":"Publication in the Journal of Business Research on University Technology Transfer Organizations"},"content":{"rendered":"

<\/p>\n

Research of the European Chair on Intangibles on the regional innovation system of three French\u00a0University Technology Transfer Organizations has been published in the Journal of Business Research (FNEGE:2, HCERES:A).<\/p>\n

University technology transfer organizations: Roles adopted in response to their regional innovation system stakeholders<\/span><\/h4>\n

Abstract<\/h3>\n

\"\"<\/p>\n

\n

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 \u2018systemic\u2019 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.<\/em><\/p>\n

To access the publication, click on the DOI link:<\/strong><\/p>\n

https:\/\/doi.org\/10.1016\/j.jbusres.2019.08.031<\/a><\/p>\n<\/div>\n

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