Search results

There have been great advances in our understanding of how universities effectively undertake community engagement, with research focused upon understanding community partner perspectives and outcomes (see Andrée et al., 2014; Srinivas et al., 2015; Sweatman & Warner, 2020), and democratic civic engagement (see Hall et al., 2013; Saltmarsh et al., 2009). This chapter builds on these studies to critically examine one university’s capacities to coordinate institutional-level change that supports and advances community-engagement scholarship. A small, rural, undergraduate university in Nova Scotia, Canada, called Acadia University was used as the case study site for this examination. Using an action research case study design, we gathered data from multiple sources within and outside of the University over a three-year period. Through this investigation Acadia’s community-engagement ethos was studied to understand if the University has the assets, resources, knowledge and motivation to create, implement and sustain democratic community engagement initiatives with community partners. From this data, key findings were categorized into three major themes: power and positionality of the University, institutional supports and barriers to engagement, and institutional assessment of community engagement initiatives. This chapter discusses these themes in depth using data from this study and current literature to unpack the practicalities and particularities of an institution committing to a deep, pervasive and integrated community engagement culture. Overall, this study found that Acadia’s community engagement ethos, as it moves towards democratic engagement while navigating systematic internal and external constraints, is diverse and complex. This study contributes to the legitimization of community engagement scholarship more broadly.

This study aims to analyse the intellectual property rights (INPR), foreign direct investment (FDI) inflows and technological exports of 32 developing and developed countries for the period of 2006–2020.

Diagnostic tests were used to confirm the panel least squares, fixed effect, random effect, feasible general least squares, dynamic ordinary least squares and fully modified ordinary least squares estimator results as well as to increase the robustness.

According to the findings for the developing countries, trademark, patent and industrial design applications, each had a significant positive long-run effect on FDI inflows. In addition, there was a significant positive long-run relationship between patent applications and medium- and high-technology exports. Meanwhile, trademark and industrial design applications had a significant negative long-term effect on medium- and high-technology exports. In developed countries, patent and industrial design applications each have a significant negative long-term on medium- and high-technology exports. Furthermore, patent and trademark applications each had a significant negative long-run effect on FDI inflows.

This study contributes significantly to the focus that host countries evaluate the technology gaps between domestic and foreign investors at different industry levels to select the best INPR rules and innovation process by increasing international cooperation. Furthermore, the host countries should follow the structure–conduct–performance paradigm based on analysis of the market structure, strategic firms and industrial dynamics systems.

The purpose of this study is to identify and to assess specific political risks associated with Indonesia's public private partnership (PPP) power projects and their generally available mitigating measures, based on the perception of the main stakeholders (government, investors, lenders and insurers).

The approach taken is: a comprehensive literature review to identify an initial list of specific political risks associated with Indonesia's PPP power projects and generally available mitigating measures for these risks; unstructured interviews and discussions to gather recent issues related to the study and to filter the risks and project measures identified at previous step; and finally a survey conducted with questionnaires in order to evaluate the risks and their allocation, to suggest corresponding mitigating measures.

The study identified that the political risk perception for Indonesian power projects is still relatively high, due to its legal and regulatory risk and breach of contract risk. Viable government support is also desired by most of the players instead of having political risk insurance as the risk mitigation strategy.

The study has identified a political risk mitigation strategy for infrastructure investment in the Indonesian power sector. Based on that, this study contributes as a scientific exercise in measuring the political risks perception of all stakeholders, which can be useful for all involved parties to mitigate this type of risk successfully.

While the open innovation concept proposed by Henry Chesbrough a decade ago has had some striking successes, the myriad options for engaging external partners can be daunting, so leaders need a guide for getting started that matches the needs of their firm. This paper aims to address this issue.

The paper identifies that innovation processes involve three stages during which the business model elements are conceived and elaborated: idea‐generation, idea‐development, and commercialization. The question for leaders is: “In which of the three stages could your growth efforts benefit from an infusion of external ideas and expertise?”

The open‐innovation approach does not require a company to replace all its current research and development (R&D) efforts. But it does change the primary question leaders should be asking to “How can my company create significantly more value by leveraging external partners to bring many more innovations to market?”

The article shows executives how they can systematically assess an innovation process, understand where new venture business models are weakest, and select the points at which open innovation could add some needed spark.

The article leads executives through two‐step process for introducing a customized open innovation program: step one, assess where your company's innovation process would benefit from external input by using five key questions; and step two, learn how to manage external relationships.

This case is meant for MBA/MS/executive MBA students.

Entrepreneurship development, leadership.

This case is about the successful entrepreneurial journey of Kiran Mazumdar-Shaw, founder of India-based biotechnology company Biocon Limited. Mazumdar-Shaw established Biocon in 1978 as a joint venture company. As a woman entrepreneur, Mazumdar-Shaw faced many challenges and setbacks during her initial days. She overcame these and took Biocon to new heights. Later, Mazumdar-Shaw decided to make a strategic shift in Biocon’s business model – going from manufacturing enzymes to biopharmaceuticals with the vision of making an impact on global health care by providing access to affordable, life-saving drugs.

The learning outcomes are as follows: understand the ecosystem of women entrepreneurs in developing countries; examine the challenges faced by women entrepreneurs in their entrepreneurial journey and how successful entrepreneurs convert challenges into opportunities; and analyze what entrepreneurial leadership is and understand how these leadership qualities play an important role in the success of entrepreneurial ventures.

Mazumdar-Shaw was able to break through the gender barrier that was highly prevalent in Indian society then and successfully established her entrepreneurial venture in biotechnology, a discipline that was still nascent in the1970s. Though she has scaled great heights in the biotechnology area and developed her business, she has remained sensitive to the problems of those who are unable to get affordable medicines. Firmly believing that she should share the prosperity of the company with the poor and the marginalized, Mazumdar-Shaw, through her philanthropic venture, Biocon Foundation, started providing essential drugs at affordable prices to them.

CCS 3: Entrepreneurship.

Global procurement is not a simple or easy solution to a company′s sourcing needs. With new markets and changing competitors challenging established business, global sourcing is now offering an opportunity for organizations to meet these challenges on a global basis. Discusses the varied interpretations and significance of global sourcing as an ingredient of success, emphasizing the link between world‐class production/quality, marketing and procurement. From these discussions and empirical evidence, provides a matrix of management choices to facilitate the selection of worldwide sourcing strategies most appropriate to corporate goals.

Reviews more than 100 journals and some electronic lists and newsletters for issues relevant to interlending and document supply. In particular, focuses on site licences, providers of document supply, pricing, copyright, usage and open access.

The purpose of this paper is to describe the construction of the prototype of Europeana.eu, the cross‐domain cultural heritage portal funded by the European Commission, to look at the political vision behind the project, and examine the user scenarios that informed the build, to detail Europeana's metadata schema and object model, and to give an overview of the new projects that will bring the prototype to full operational service.

As the project to build the prototype ends, this is a narrative of Europeana's genesis, development, launch, and an overview of the scope of future plans.

A cross‐domain, cross‐border cultural heritage site has been successfully created. A total of 4.5 million items across the range of image, video, text and sound formats have been integrated and user interest has proved higher than anticipated.

Key issues have been found to be metadata standards and quality. Usability/searchability of Europeana.eu is only as good as the metadata provided by content owners.

Greater standardisation of metadata across the cultural heritage domain will increase in importance so providers can deliver content to portals and aggregators. Metadata enhancement, both by content providers and by using automated processes, will likewise become a priority.

This is the on‐the‐record account of the building of Europe's digital library, archive and museum.

The authors present analysis of journal evaluations in creating a customized serials collection specific to veterinary medicine. Readers may apply techniques used for the veterinary medicine library to their own subject specific collections.

A review of research in journal evaluations and collection assessment was conducted with emphasis on veterinary medicine. This chapter provides a detailed critique of research on journal evaluations for academic libraries as well as the authors’ customized approach in creating a subject specific core journal list for a veterinary medicine library.

By utilizing the current research in evaluating library journal collections, librarians can customize their own approach to create core journal lists specific to the academic departments they serve, allowing for a more effective serials collection.

Collection assessment and development differs according to user groups based on local needs. Librarians can develop collection development plans specific to their subject areas by using national standards along with local qualitative and quantitative data.

The study aims to assess the relative impact of intellectual capital (IC) as opposed to tangible assets on profitability and employee performance in hotels in Serbia before and during the coronavirus disease 2019 (COVID-19) pandemic.

The current study was undertaken in 2019, the year before COVID-19, and 2020, the year of COVID-19's major impact. This study utilizes the Value-Added Intellectual Coefficient (VAIC) as a measure of efficient use of IC. Financial data were collected from 163 hotels in Serbia. Structural equation modeling (SEM) was used to test the proposed hypotheses.

The results revealed that IC was a relevant factor for both profitability and employee performance before and during the COVID-19. However, the study reveals a negative moderating effect of tangible capital efficiency (TCE), meaning that with the increase of TCE, the relationship between IC and performance becomes weaker.

The main limitation of the study is rooted in VAIC's ability to fully incorporate all elements of IC, leaving the relational capital out.

To achieve better performance, hotel management should direct resources more towards IC and less toward tangible assets, which implies doing more with less.

The results indicate the importance of IC in a period of crisis for the industry and economy that are not recognized as knowledge intensive. To the best of the authors' knowledge, no other study has attempted to assess the relative contribution of tangible assets and IC before and during the COVID-19 pandemic.