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 Presentation
Amir Sasson, BISIU 08.03.2012On entrepreneurship and magnetism: Universities in the knowledge economy
From Size Contests to Synchronized Strategic Direction1World ViewsAtomistic 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, 2005Some 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 networksRestrict access: Limited club. Preclude partnering with others.Lock-in in unproductive relationships.
But networks are goal-specific,Not general purpose structuresLets stop counting network sizeAnd start thinking about:Network composition!
Public Knowledge SphereKnowledgeDynamics
Cluster AttractivenessEducationalAttractivenessTalentAttractivenessR&D and InnovationAttractivenessOwnershipAttractivenessEnvironmental AttractivenessThe Emerald Model
Fisheries & Aquaculture
Cluster AttractivenessEducationalAttractivenessTalentAttractivenessR&D and InnovationAttractivenessOwnershipAttractivenessEnvironmentalAttractivenessKnowledge DynamicsThe Role of Knowledge ActorsIf competitive advantage (also comparative advantage!) is KNOWLEDGE dependent:Most universities are not magnets but their knowledge stocks are.