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Israel, characterized by various knowledge-intensive entrepreneurial firms, provides an interesting case study for examining sector-based differences and “small country” regional patterns. This chapter has a dual goal of exploring sector and regional differences of knowledge-intensive firms in Israel. The first goal is to depict similarities and differences between firms in three knowledge-intensive sectors: Life Sciences, information technology, and Cleantech. The second goal questions whether the geographical distribution of these firms across regions is associated with different levels of knowledge concentration and organizational homogeneity. Regional and sector-based differences were measured by firm-level network structures, funding patterns, and innovation proxies. One way analysis of variance tests were conducted for attaining these research goals. The main findings show that while most regions exhibit similar patterns of firm and network characteristics, many differences exist on the sector level that are associated with sector-specific attributes. These findings support the notion of a “small country inter-regional homogeneity effect.”

Research on organizational teamwork is increasingly highlighting the patterned nature of the relational processes (e.g., communication, backup behavior) and psychological states (e.g., trust, shared cognition) that underlie team effectiveness. However, studies of teams often rely on methodologies that do not explicitly assess the underlying patterns of relational processes and states. Social network approaches offer an appealing alternative to the typical methodologies used in team research given that network approaches provide both the theory and methodology necessary to conceptualize and investigate patterns of interactions among group members. Despite the advantages of social network approaches, many team researchers are unfamiliar with the network paradigm and its associated methodologies. The purpose of this chapter is to clarify how networks can be leveraged to answer key research questions related to the study of team functioning and effectiveness. We begin by discussing the evolution and eventual convergence of team research and network approaches. Then, we examine the current state of the literature at the intersection of teams and networks in order to identify key takeaways and remaining questions. We conclude by highlighting opportunities for the future of team network science.

This study examines the relationship between the competencies of the small business owners and their interest in international activities. Based on a review of the literature and a quantitative empirical survey among 803 newly founded Austrian companies, the chapter identifies the central explanatory variables of internationalization, thus contributing to a theoretically based conceptualization of this phenomenon. Previous conceptualizations of small firm internationalization are extended and specified. This reveals the necessity for a wider inclusion of utilized resources throughout the internationalization process. Moreover, the impact of the structure of social capital of a business owner on the decision to start international activities is examined. The findings elucidate differences between performance drivers with regard to the network, marketing, and technology competence of the small business manager. The study repudiates the Uppsala Model in favor of the “born global hypothesis.”

To address management issues in the development of flexible production systems in the enterprises of knowledge-intensive industries, this chapter considers four basic approaches to planning production processes. Based on these approaches, the methodology of the agent-based approach, which satisfies the fundamental requirements of today's production systems, is formulated, with much attention paid to the rules of dispatching as a key tool of operational control over the production plan and its implementation. The advantage of simulation-based approaches is that they can dynamically adjust the ongoing integration of planning, depending on the state of flexible production systems, in the use of combined approaches and methods of management of production processes.

Universities play a key role in the production and transfer of knowledge. The purpose of this research is to describe practices of knowledge management at UNAM in response to COVID-19. A qualitative methodology is used. Through documentary research, information was collected to present four descriptive case studies to identify elements that characterise a knowledge-intensive organisation through the value chain model. This chapter begins with a review of the literature on the creation and transfer of knowledge from universities to society in the context of COVID-19. The knowledge value chain concept is integrated in order to model elements related to both infrastructure and processes that have allowed for continuity in the development of knowledge production and transfer activities. These results contribute to the modelling of management practices to create value in organisations.

The purpose of this chapter is to contribute to the theory building of transformative university by delivering two conceptual models for legitimizing entrepreneurial university with a transformative role in quadruple helix for sustainability governance structures as being nominated as “responsible facilitator.” This chapter draws many theoretical insights sourced from Entrepreneurial University (Etzkowitz, 1988), Institutional Theory (Scott, 1987), quadruple/quintuple helix (Carayannis & Campbell, 2009a, b) and Responsible Innovation (Owen, Macnaghten, & Stilgoe, 2012) in order to frame the resulting conceptual models of transformative university for sustainability and quadruple helix for sustainability governance. The conceptual models offer a new paradigm discussion for the changing role of universities in knowledge economy and opens up for further investigation of quadruple helix actors namely as transformative university, society, industry and government for strategic capital, social capital, economic capital and culture–human capital interventions in sustainability governance. The second model illustrates the key interventions of quadruple helix actors in four pillars of capital delivering concrete examples of activities. The originality of this chapter lies in its discourse articulating a multilayered approach for the institutionalization of entrepreneurial university embedded in a responsible innovation ecosystem based on individual, organizational and macro-level perspectives. Quadruple helix actors are nominated as “responsible facilitator,” “hybrid hub,” “agile regulator” and “pressure beneficiary” roles for their relevant place in sustainability governance structure.

Smart industry initiatives focus on intelligent and interconnected cyber-physical systems. These initiatives develop complex technical architectures that integrate heterogenous technologies, causing significant organizational complexity. Tapping into the digital capabilities of distant partners while capturing profit from such innovation is demanding. Furthermore, firms often need to establish and orchestrate inter-organizational collaborations without prior relations or established trust. As a result, smart industry initiatives bring together disparate organizational forms and institutional environments, distinctive knowledge bases, and geographically dispersed organizations. We conceptualize this organizational capability as ‘distant capabilities integration’. This research explores the governance mechanisms that support such integration and their relation to value capture. We analyse 11 IoT case studies organized in three categories (process, product and technologies) of smart industry initiatives. Building on existing literature, we consider different ways to describe distance, including knowledge heterogeneity and organizational, geographical, institutional, cultural and cognitive distance. Finally, we describe the governance mode appropriate for upstream (developing foundational technologies) and downstream (leveraging existing distant technologies) smart industry initiatives.