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On entrepreneurship and magnetism: Universities in the knowledge economy

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.

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On entrepreneurship and magnetism: Universities in the knowledge economy

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  1. From Size Contests to Synchronized Strategic Direction On entrepreneurship and magnetism: Universities in the knowledge economy Amir Sasson, BI SIU 08.03.2012

  2. 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

  3. 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

  4. Some liabilities of networks • Restrict access: Limited club. • Preclude partnering with others. • Lock-in in unproductive relationships.

  5. But networks are goal-specific, • Not general purpose structures • Let’s stop counting network size • And start thinking about: • Network composition!

  6. The Emerald Model Cluster Attractiveness Environmental Attractiveness Knowledge Dynamics Public Knowledge Sphere Educational Attractiveness Ownership Attractiveness Talent Attractiveness R&D and Innovation Attractiveness

  7. Fisheries & Aquaculture Knowledge Dynamics Cluster Attractiveness Environmental Attractiveness Ownership Attractiveness Educational Attractiveness Talent Attractiveness R&D and Innovation Attractiveness

  8. The Role of Knowledge Actors • If competitive advantage (also comparative advantage!) is KNOWLEDGE dependent: • Most universities are not magnets but their knowledge stocks are.

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