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Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

For commerical organizations to engage in strategic collaboration with universities is nothing new – especially in the more developed parts of the world – but the focus on desired outcomes has become more intense.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The innovation process demands an interaction between environment agents, knowledge generators and policies of incentive for innovation and not only development by companies. Universities have gradually become the core of the knowledge production system and, therefore, their role regarding innovation has become more important and diversified. This study is aimed at identifying the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

This study is aimed at identifying, based on a systematic literature review, the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

The analysis of the 72 selected articles enabled identifying 15 mechanisms of U–I collaboration, proposing a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process.

In this paper, the authors screened nearly 1,500 papers and analyzed in detail 86 papers addressing U–I collaboration, mechanisms of U–I collaboration and operationalization steps of the U–I collaboration process. This paper provides a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process. This research contributes to both theory and practice by highlighting managerial aspects and stimulating academic research on such timely topic.

The purpose of this paper is to develop a conceptual framework identifying and differentiating how knowledge and technology transfer organizations (KTTOs) create value from how they capture and transfer value.

The argument of the paper is developed in two steps. First, the knowledge and technology transfer process is conceptualized as a value chain. Second, the internal KTTO's value chain perspective is extended by integrating the knowledge and technology transfer value chain into a business model conceptual perspective in order to emphasize the value captured by the clients of KTTOs. Then, the authors examine how KTTO managers could describe, benchmark and improve their business models by altering or reinforcing how they are positioned with respect to the interdependent elements of their business model. Finally, the elements of the conceptual framework are used to derive emblematic types of business models and provide exemplary cases for each emblematic case.

Looking at KTTO management under the lenses of business models invites KTTO managers to look at knowledge and technology transfer as a whole. It suggests to managers to invest resources not only in the improvement of these elements where their organizations are strong, but also in these elements that constitute their weakest elements in the business model. Failure to improve the weakest elements of the business model might compromise the overall knowledge and technology transfer capabilities and performances of KTTOs.

The conceptual framework developed in this paper is intended as a starting point to explore how KTTO managers may be more effective in creating and capturing value from knowledge transfer.

This research aims to shed new lights on the most shared constructs developed on Innovation Ecosystems, Entrepreneurial Ecosystems and Technology Transfer Ecosystem proposing an additional stand-alone ecosystem.

This research is built upon a qual-quantitative analysis of an empirical case. The latter analysis is performed through a single case study methodology on the San Giovanni Hub of the Federico II University of Naples.

Evidences show how a technological hub orchestrates three main ecosystems for the knowledge exploitation: the technology transfer ecosystem, devoted to gather knowledge form universities' labs towards industries; the innovation ecosystem, able to manage the exploration and exploitation of new knowledge and techniques; the entrepreneurial ecosystem, that supports startup/spinoff creation process.

Limitations mainly concern the fact that it is centred on just one case study.

Practical implications imply new opportunities of collaboration involving different stakeholders as university administrators, researchers, businesses and policymakers, creating a supportive environment for innovation.

The research offers a new vision about the role of Universities as creators and enablers of ecosystems pursuing diverse value propositions. The Academic Innovation Ecosystem is a new conceptualization of this role played by a university, and it can convey innovation and entrepreneurial attitude within its ecosystem leveraging on the transfer of university knowledge and technology.