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It is widely recognised that universities and other research institutions (hereinafter, PRIs) are sources of knowledge in their regional and national economies. They have a broad impact on economic growth through several activities, including educational partnerships, industry-sponsored research, job placement, technical assistance to industry and the creation of start-up firms. This is essentially an issue of knowledge transfer from PRIs to industry, which may take several forms and be either direct or indirect in nature.¹

Suggests that the existing literature in management on Asian corporate and industrial strategies has tended to focus on the relationship between the USA and Japan. Research has greatly neglected such comparisons between Europe and Asia, although there are recent exceptions. Aims to analyse business relations in the triad: Europe, Asia and the USA, with a focus on the future of the Europe‐Asia relationship. Also addresses how US corporations have competed unsuccessfully against Japan, and whether European countries and companies can avoid such future defeats.

In this chapter we profile the strategies of two large Japanese firms with expertise in ‘old’ biotechnology, which successfully developed the technological capabilities to enter ‘new’ biotechnology. We suggest that these ‘new entrants’ differed from traditional pharmaceutical companies in their response to the technological discontinuities of the biotechnology revolution, and in the technological trajectories they traversed. We propose that technological distance and spatial distance from sources of new knowledge determined their development of technological capabilities. Finally, we conclude that such firms, not the much-touted new Japanese biotechnology start-up firms, are the true counterparts to American and European biotechnology start-ups.

In 2003, there was a concern among policymakers that spin-outs were being given undue prominence in consideration of the research commercialisation performance of UK Higher Education Institutes (HEIs) (Lambert, 2003). The aim of this research was to investigate what issues lay behind the data reported on spin-out activity by UK HEIs in the period 1998–2002.

A broad range of policy evaluations below is begun in Chapter 2 by Kate Johnston, Colette Henry and Simon Gillespie in their evaluation entitled ‘Encouraging Research and Development in Ireland's Biotechnology Enterprises’. This investigation critically evaluates Irish government policy towards biotechnology development over a preceding 10-year period. In Chapter 3, Anthony Ward, Sarah Cooper, Frank Cave and William Lucas examine ‘The Effect of Industrial Experience on Entrepreneurial Intent and Self-Efficacy in UK Engineering Undergraduates’ in a large-scale study that generally produces satisfactory results in terms of raising the profile of entrepreneurship among undergraduates. Deirdre Hunt, in Chapter 4, again focuses on the evolution of strategy in Ireland, this time towards the more general topic of new firm formation with a personal contribution entitled ‘Now You See Them — Now You Don’t: Paradoxes in Enterprise Development Strategy: The Case of the Disappearing Academic Start-Ups’.

October 21, 1970 Factory — Dangerous machinery — Dangerous combination of machinery and material — Danger arising from “nip” between moving workpiece and imperceptibly moving boring bar — Automatic cooling device — Coolant applied by hand — Practice known to employers — Workman's hand caught in “nip” — Whether duty on employers to fence boring bar — Whether dangerous part of machinery — Danger of accident foreseen by employers — Whether foreseeable — Workman unable to establish exactly how accident happened — Materiality — Factories Act, 1961 (9 & 10 Eliz. II, c.34), s.14 (1).

Consecration is the process by which producers in creative fields become canonized as “greats.” However, is this the end of the story? Research on consecration focuses on the drivers of consecration but pays little attention to the post-consecration period. Furthermore, the research ignores the dynamics of consecration. To address these gaps, we examine the changing fortunes of a consecrated artist – the musician Phil Collins. We identify the ways in which three actors (fans, critics, and peers) assemble for consecration, disassemble for deconsecration, and reassemble for reconsecration. Examining the changing public image and commercial fortunes of Collins as a solo artist between 1980 and 2020, we identify an N-shaped process of rise-fall-rise that we call the Phil Collins Effect. This effect offers a new way of thinking about how cultural producers gain, lose and regain status in their fields.