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The purpose of this paper is to propose a theoretical framework for renewable energy (RE) technology commercialization and partnership synergy. The interrelations/influences between external/internal factors, stakeholders’ partnership synergy, and resources in the form of dynamic capabilities and implementation mechanisms are used in this framework to explore the path toward overcoming non-technical barriers for RE technologies commercialization success.

Prior relevant research/literature is reviewed to derive the proposed theoretical framework constructs, while insight information on relationship between them is gained through case study methodology. The results of four case studies along with 16 validity/checkpoint interviews were used to support/reject 25 propositions linking the constructs.

The findings of the study supported 24 out of 25 propositions representing these relations, whereas one was rejected. The framework suggests that partnership synergy, if achieved, produces a unique internal and external resource combination that will result in successful technology commercialization.

This study is limited to RE technologies and did not focus individually on non-technical barriers. Future research may extend into other industries and explore the impact of partnership synergy on each non-technical barrier of technology commercialization.

Due to absence of economic theory of synergy there is a gap in academic literature regarding partnership between stakeholders of innovative technologies, the level of its synergy and their relation to successful commercialization. The study attempts to fill this gap to some extent through the produced theoretical framework, which might also help a broad array of RE projects’ participants maximize the returns by realizing full advantage of collaboration with other stakeholders.

The purpose of this paper is to uncover the importance of several variables centered around partnership in renewable energy (RE) projects. The concept developed earlier is applied to the project environment to identify interrelations between external and internal drivers, project partnership, resources and project success. A framework consisting of logical chain to project success is proposed.

The study derived the concepts and variables of RE projects’ partnership from the academic literature. The methodology of the case study was used to gain insights in relation to the variables in the logical chain of the proposed framework, suggesting that certain external/internal drivers direct diverse stakeholders to a partnership.

RE technologies are not commodities and require involvement of different stakeholders, who directly or indirectly are impacted by implementation of the RE projects. For the project to be a success, it is critical to involve the stakeholders early in the process and induce partnership synergy, through which dynamic capabilities and implementation mechanisms are capitalized upon as resources to achieve project success.

There appears to be no specific framework directly linking partnership synergy and project success; their relationships are only indirectly inferred. Focusing on project-level activities of public and private stakeholders the paper proposes a framework that conceptualizes relationships among external/internal drivers, partnership, resources and project success/performance. This could be a promising future research direction, helping technology project stakeholders maximize their returns by realizing full advantage of collaboration and partnership

Inclusion and participation have become key values steering the policies of many governments. Hence, partnerships are now considered increasingly prominent vehicles for stakeholder synergy, added value, collaborative advantage and building local capacities to address health and social concerns. However, generally leadership across organisational boundaries has received little attention, and particularly partnership leadership represents a central challenge in any collective undertaking.As an example, this paper starts by shedding light on the meaning of partnership. It then poses several questions in order to navigate the partnership‐leadership mantra. The paper examines the skills of leaders in five South African community partnerships as reported from the perspectives of each partnership and each participating stakeholder group. It describes the uniqueness of how each partnership views its leaders and the distinctiveness of how each stakeholder appraises its leadership. It highlights diffuse and shared leadership in collaborative settings, and it encourages the nurturing of emergent leaders. It concludes that one size of leadership does not fit all partnerships.

The provision of home and community supports can enable people to successfully age-in-place by improving physical and mental health, supporting social participation and enhancing independence, autonomy and choice. One challenge concerns the integration of place-based supports available as older people transition into affordable housing. Sustainable solutions need to be developed and implemented with the full involvement of communities, service organizations and older people themselves. Partnership building is an important component of this process. The purpose of this paper is to detail the intricacies of developing partnerships with low-income older people, local service providers and nonprofit housing associations in the context of a Canadian housing development.

A community-based participatory approach was used to inform the data collection and partnership building process. The partnership building process progressed through a series of democratized committee meetings based on the principles of appreciative inquiry, four collaboration cafés with nonprofit housing providers and four community mapping workshops with low-income older people. Data collection also involved 25 interviews and 15 photovoice sessions with the housing tenants. The common aims of partnership and data collection were to understand the challenges and opportunities experienced by older people, service providers and nonprofit housing providers; identify the perspectives of service providers and nonprofit housing providers for the provision and delivery of senior-friendly services and resources; and determine actions that can be undertaken to better meet the needs of service providers and nonprofit housing providers in order to help them serve older people better.

The partnership prioritized the generation of a shared vision together with shared values, interests and the goal of co-creating meaningful housing solutions for older people transitioning into affordable housing. Input from interviews and photovoice sessions with older people provided material to inform decision making in support of ageing well in the right place. Attention to issues of power dynamics and knowledge generation and feedback mechanisms enable all fields of expertise to be taken into account, including the experiential expertise of older residents. This resulted in functional, physical, psychological and social aspects of ageing in place to inform the new build housing complex.

The time and effort required to conduct democratized partnerships slowed the decision-making process.

The findings confirm that the drive toward community partnerships is a necessary process in supporting older people to age well in the right place. This requires sound mechanisms to include the voice of older people themselves alongside other relevant stakeholders. Ageing well in a housing complex requires meaningful placemaking to include the functional, physical, psychological and social aspects of older people’s everyday life in respect to both home and community.

Combining the goal-setting and job demands-resources (JD-R) theories, we examine how two project resources, collaborative project leadership and financial project resources, enhance high project performance in community-academic health partnerships.

With a sequential explanatory mixed-method research design, data were collected through a survey (N = 318) and semi-structured interviews (N = 21). A hypothesised three-path mediation model was tested using structural equation modelling with bootstrapping. Qualitative data were examined using thematic analysis.

Project workers’ hope, goal-commitment and -stress: (1) fully mediate the hypothesised relationship between highly collaborative project leadership and high project performance; and (2) partially mediate the relationship between financial project resources and high project performance. The qualitative data corroborate and deepen these findings, revealing the crucial role of hope as a cognitive-motivational facilitator in project workers’ ability to cope with challenges.

Project leaders should promote project workers’ goal commitment, reduce their goal stress and boost project performance by securing financial project resources or reinforcing workers’ hope, e.g. by fostering collaborative project leadership.

The findings contribute to the project management and JD-R literature by considering the joint effects of project workers’ hope and two commonly studied project resources (collaborative project leadership and financial project resources) on high project performance. Moreover, we demonstrate the importance of the goal-setting and JD-R theories for understanding complex health-promotion projects connecting academic to community work.

Describes a new assessment and training system for leaders of individuals or teams. Details the methods used to identify current skills and to develop potential and includes a quiz to help identify leadership style.

The present research aims to analyse the extent to which Italian public universities disclose intellectual capital (IC) information through the Integrated Plan and the main features of IC disclosure (ICD) in terms of form and location in the document.

Adopting a qualitative methodology, a content analysis is conducted to examine the level, form and location of ICD provided by a sample of 60 Italian public universities through the 2018-2020 integrated plans.

The results show a medium level of ICD in the Integrated Plan, with human capital being the category most disclosed. Information is principally provided in a quantitative form and is mainly found in the first two sections of the document (i.e. relating to the strategic framework and organisational performance).

The analysis is necessarily limited to a single period (2018-2020), because of the recent introduction of the guidelines of the Integrated Plan. However, the results may be beneficial to policymakers in determining the usefulness of this new tool in detecting information about intangible resources and can help universities’ governors and managers in defining adequate IC strategies to create value for the whole ecosystem.

The study makes an innovative contribution to the international debate about IC in universities in light of the fourth stage of IC research, exploring an emerging tool to detect whether it is able to convey IC information to the wide range of university stakeholders and to communicate the value universities contribute to society.

The purpose of this paper is to investigate and analyze the dominant discourses of the workplace curriculum in Iranian organizations.

The research data were collected through in-depth interviews with 30 professionals working in the field of workplace curriculum in three groups of consultants, managers and experts who were selected purposefully and with a theoretical sampling strategy. To analyze the data, thematic analysis method was used. The themes are extracted and categorized into three phases, namely, descriptive coding, interpretive coding and determination of overarching theme. To validate the data, collaborative research technique, member checking and researcher review and, to make sure of findings’ reliability, reliability index between two coders were used.

Based on the findings, the kind of planner’s look at the workplace curriculum commonplaces will shape the nature of the curriculum and in terms of this look define and redefine the workplace curriculum discourses. Therefore, based on perceptions and attitudes in these areas, 11 different discourses are recognizable from the workplace curriculum. These include suppression discourse, justification discourse, ceremonial/ formality discourse, administrative discourse, engineering discourse, economical discourse, psychological discourse, partnership discourse, research discourse, developmental discourse and, finally, multi-cultural discourse.

The common goal of all learning professionals in the workplace is to play the role of a strategic partner, or at least be a good partner for the organization. One of the main challenges of learning and development professionals in the workplace is increase in integration and alignment between learning programs and developmental opportunities with business organization strategies. Achieving this important goal is possible when we have a proper understanding of the current situation and condition. Various situations and conditions are identified and described in the form of 11 discourses. If the authors do not look at the context and proper understanding of the main concepts – The main concepts of each discourse are put into a quill – in which any discourse that was created, the authors will not be able to make the appropriate strategies. A good doctor will hear and understand well before the first thing.

To the best of the authors’ knowledge, this study is one of the few studies that offer a variety of discourses for the workplace curriculum.

The purpose of this paper is to try and understand how several organisations in one area in England are working together to develop an integrated care programme. Weick’s (1995) concept of sensemaking is used as a lens to examine how the organisations are working collaboratively and maintaining the programme.

Qualitative methods included: non-participant observations of meetings, interviews with key stakeholders and the collection of documents relating to the programme. These provided wider contextual information about the programme. Comprehensive field notes were taken during observations and analysed alongside interview transcriptions using NVIVO software.

This paper illustrates the importance of the construction of a shared identity across all organisations involved in the programme. Furthermore, the wider policy discourse impacted on how the programme developed and influenced how organisations worked together.

The role of leaders from all organisations involved in the programme was of significance to the overall development of the programme and the sustained momentum behind the programme. Leaders were able to generate a “narrative of success” to drive the programme forward. This is of particular relevance to evaluators, highlighting the importance of using multiple methods to allow researchers to probe beneath the surface of programmes to ensure that evidence moves beyond this public narrative.

Research on strategic alliances is concerned with two issues: continuation and reconfiguration. Building on prior research that examines the two issues separately, the paper studies them simultaneously. This paper aims to investigate how strategic alliances may exert the synergetic effect between dynamics and stability as well as to discuss the dynamic evolution process and influence factors of strategic alliances.

This paper describes the construction of a two-party evolutionary game model of alliance and partners. The model is used to analyze the evolution process of synergetic mechanism to determine when to terminate and when to continue with a partnership. Further, numerical simulation is used to quantify the results and to gain insight into the effects of various factors on the dynamic evolution of the synergetic mechanism.

This paper reveals several synergetic states of dynamics and stability in the alliances. The results show that synergy states are positively affected by the collaborative innovation benefits, alliance management capability, the intensity of intellectual property protection, liquidated damages and reputation losses, and negatively affected by the absorptive capacity of partners.

The study helps the alliance to achieve long-term development as well as to balance the paradoxical relationship. The results suggest that managers of strategic alliances should focus on building strong and long-term relationships in order to achieve high performance innovations. Managers should also pay close attention to their partners’ behaviors in previous alliances.

This paper provides new insights into the paradoxical relationship in alliance by revealing the evolution of synergetic mechanism between dynamics and stability. The results remind alliances to understand the relationship between dynamics and stability and to notice the influence factors of synergistic effects when they are making decisions.