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Article
Publication date: 2 January 2020

Mari Jose Aranguren and Edurne Magro

This paper aims to contribute to understanding regional competitiveness policy-making and the role academic organisations can play in that process. Competitiveness…

Abstract

Purpose

This paper aims to contribute to understanding regional competitiveness policy-making and the role academic organisations can play in that process. Competitiveness policies have evolved in the past decades from a single to a multiple-domain field, which has made the policy-making process more complex by adding more actors with their particular experience and view. This complexity, together with the relevance of overcoming traditional policy implementation failures, pleads for a new approach to competitiveness policy-making, in which academic organisations can act as “anchor institutions”. This framework is based on the adaptive implementation concept.

Design/methodology/approach

The paper uses the Basque case to analyse the role of universities in competitiveness policy-making and focuses on a specific academic organisation, which has contributed through different projects to regional policy-making. Evidences from those projects through different policy phases are included in the case.

Findings

The case shows how academic organisations might play a key role in fostering an adaptive implementation approach in competitiveness policy-making at the regional level and which specific characteristics these organisations should develop to fulfil this role.

Originality/value

This paper brings together two important issues for regional competitiveness: the importance of policy implementation and the particular role of engaged universities in such a process.

Details

Competitiveness Review: An International Business Journal , vol. 30 no. 2
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 17 July 2017

José Luis Larrea, Mari Jose Aranguren and Jesús M. Valdaliso

The purpose of this paper is to focus on the role of leadership in the design and implementation of territorial strategies for competitiveness. It attempts to address two…

Abstract

Purpose

The purpose of this paper is to focus on the role of leadership in the design and implementation of territorial strategies for competitiveness. It attempts to address two research questions: first, how leadership is influenced by theory and the other way around, how theory is transformed through leadership; and second, what characteristics of leadership are most important to successfully implement territorial strategies.

Design/methodology/approach

The paper is based on a case study of the life experience of an individual who has worked in positions of high responsibility in the government, the private sector and at the university. It is based on first-person action research combined with the contrast of two other co-authors.

Findings

Three findings may be highlighted from this case study. First, the importance of having leaders learning from their own process of leadership and co-evolving with the need for transformation which requires territorial strategies at every moment. Second, the necessity of having leaders whose objectives are aligned with those of the territory. Third, that individual leadership must have three characteristics to implement successfully territorial strategies: a balance between the individual and the collective objectives, a systemic vision and a consciousness of one’s own role in the system and a multi-level dimension.

Originality/value

Although territorial strategies are becoming increasingly popular both in the academia and in the policy arena, one of their critical elements, the role of individuals and that of leadership in general have not been addressed neither by scholars nor by practitioners. This paper attempts to explore the role of leadership through a case study based on the life experience of an outstanding individual in one of the regions with the longest tradition on territorial strategies for competitiveness.

Details

Competitiveness Review: An International Business Journal, vol. 27 no. 4
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 7 October 2014

Jesús M. Valdaliso, Edurne Magro, Mikel Navarro, Mari Jose Aranguren and James R. Wilson

– The purpose of this paper is to apply the path dependence theoretical framework to STI policies that support research and innovation strategies for smart specialisation (RIS3).

Abstract

Purpose

The purpose of this paper is to apply the path dependence theoretical framework to STI policies that support research and innovation strategies for smart specialisation (RIS3).

Design/methodology/approach

Review of the recent literature on the phases, sources of reinforcement and change mechanisms (layering, conversion, recombination, etc.) present in path-dependent processes, as well as the role played by mental frameworks, political agents and power relations; and its illustration and testing over 30 years of STI policy development in the Basque Country.

Findings

How to operationalise the analysis of continuity and change of STI policies supporting RIS3 policies characterised by path dependence processes. Likewise, learnings from the analysis of Basque case regarding the types of challenges that European regions will face as they design their RIS3, according to their degree of maturity in STI policies.

Originality/value

It is the first time that the recently developed tools for analysis of path-dependent processes are applied to the development of STI policies supporting RIS3 policies.

Details

European Journal of Innovation Management, vol. 17 no. 4
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 21 March 2016

Philip McCann

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Abstract

Details

Competitiveness Review, vol. 26 no. 2
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 11 October 2021

Nuria Gisbert-Trejo, Eneka Albizu, Jon Landeta and Pilar Fernández-Ferrín

This article aims to present the differences in implementation between individual mentoring programs (IMPs) and group mentoring programs (GMPs).

Abstract

Purpose

This article aims to present the differences in implementation between individual mentoring programs (IMPs) and group mentoring programs (GMPs).

Design/methodology/approach

This exploratory study used semi-structured interviews with 16 experts: mentoring program (MP) coordinators, consultants and mentors. During the interviews, the steps in implementing a mentoring program were reviewed and discussed by practitioners.

Findings

Based on the interviews and contrasting with the proposed implementation model, the authors compared IMPs and GMPs. The results highlight the role of the GMP coordinators, especially in the selection of mentors, mentees and generating resources that favor the beneficial effects of group dynamics on mentoring processes.

Practical implications

This model for implementing MPs and the differences identified between IMPs and GMPs provide practical help to program coordinators (PCs) and mentors to deploy MPs by highlighting the relevant aspects.

Originality/value

Mentoring is a Human Resource Development (HRD) technique whose implementation at the program level needs further deepening for practitioners. This is the first work that emphasizes the differences to be considered in the design and implementation of MPs by taking the individual or group dimension of mentoring.

Details

Development and Learning in Organizations: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 4 March 2019

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu and Pilar Fernández-Ferrín

The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process.

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Abstract

Purpose

The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process.

Design/methodology/approach

This study used a focus group of 19 expert coordinators on IOM programs who met once at the Basque College of Economists. The session was recorded and notes were taken and distributed to all participants.

Findings

Based on the focus group, the authors developed a four-phase model of IOM. The phases this conceptual model proposes for IOM are awakening, transcendence, organizational bond and maturity.

Practical implications

These four phases should help mentors to guide mentees in the completion of an effective IOM process. This model is a re-conceptualization from the traditional mentoring phases, as the nature of the mentoring process is different. However, getting to understand the phases of IOM will enlighten the understanding of this phenomenon that is a growing option for managers in their career development as IOM helps managers to acquire skills and competencies.

Originality/value

This work contributes to the comprehension of this new form of alternative mentoring, clarifying for mentees and mentors, what process they are going to follow. Additionally, it provides clear criteria for inter-organizational program coordinators on how to organize these kinds of programs. In the opinion of the authors, this paper is original because it provides an in-depth understanding of IOM, which is an HRD technique that has barely been studied to date.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 2
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 14 January 2019

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu and Pilar Fernández-Ferrín

The purpose of this paper is to explore the essential mentor characteristics for effective inter-organizational mentoring. This kind of HR development technique, where…

Abstract

Purpose

The purpose of this paper is to explore the essential mentor characteristics for effective inter-organizational mentoring. This kind of HR development technique, where mentor and mentee belong to different organizations, is becoming increasingly popular and so far has been scarcely studied.

Design/methodology/approach

First, a rigorous literature analysis to identify primary mentor characteristics for managers and professionals has been performed; second, a Delphi analysis has determined their relevance according to the opinion of 125 experienced mentors, mentees and program coordinators that have carried out inter-organizational mentoring processes in Spain; and third, an exploratory factor analysis has reclassified the mentor characteristics into a smaller number of factors.

Findings

In total, 29 relevant mentor characteristics have been identified and valued. The foregoing characteristics are related to seven underlying dimensions or factors that serve to characterize an effective mentor for inter-organizational mentoring programs.

Originality/value

The research extends the existing literature regarding mentor characteristics of those mentors who are engaged in inter-organizational mentoring. In addition, this work offers a valuable contribution to inter-organizational mentoring research based in a Delphi method that includes both academic and practitioner perspectives in a cultural context that may have not received previous attention. The findings can be valuable for both academics who investigate this topic of growing interest, and for practitioners who must face the selection and training of mentors.

Details

Industrial and Commercial Training, vol. 51 no. 2
Type: Research Article
ISSN: 0019-7858

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