Amir Sasson, BISIU 08.03.2012

On entrepreneurship and magnetism: Universities in the knowledge economy

From Size Contests to Synchronized Strategic Direction

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

• Relations• Opportunities• Constraints

“Network research embraces a distinctive perspective that focuses on relations among actors, whether they are individuals, work units, or organizations. According to the

network perspective, actors are embedded within networks of interconnected

relationships that provide opportunities for and constraints on behavior.”. (Brass,

Galaskiewicz, Greve and Tsai, 2004 emphasis added)

• Structure/isolation

“The image of atomistic actors competing for profits against each other in an

impersonal marketplace is increasingly inadequate in a world in which firms are

embedded in networks of social, professional and exchange relationships” (Gulati, Nohria and Zaheer, 2000: 203).

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

Some liabilities of networks

• Restrict access: Limited club. • Preclude partnering with others.• Lock-in in unproductive relationships.

But networks are goal-specific,Not general purpose structuresLet’s stop counting network sizeAnd start thinking about:Network composition!

Public Knowledge Sphere

KnowledgeDynamics

Cluster Attractiveness

EducationalAttractiveness

TalentAttractiveness

R&D and InnovationAttractiveness

OwnershipAttractiveness

Environmental Attractiveness

The Emerald Model

Fisheries & Aquaculture

Cluster Attractiveness

EducationalAttractiveness

TalentAttractiveness

R&D and InnovationAttractiveness

OwnershipAttractiveness

EnvironmentalAttractiveness

Knowledge Dynamics

The Role of Knowledge Actors• If competitive advantage (also comparative

advantage!) is KNOWLEDGE dependent:– Most universities are not magnets but their

knowledge stocks are.