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The purpose of this paper is to examine the innovative capabilities of biotech start-ups in relation to geographic proximity and knowledge sharing interaction in the…
The purpose of this paper is to examine the innovative capabilities of biotech start-ups in relation to geographic proximity and knowledge sharing interaction in the R & D network of a major high-tech cluster.
This study compares longitudinal informal communication networks of researchers at biotech start-ups with company patent applications in subsequent years. For a year, senior R & D staff members from over 70 biotech firms located in the Boston biotech cluster were polled and communication information about interaction with peers, universities and big pharmaceutical companies was collected, as well as their geolocation tags.
Location influences the amount of communication between firms, but not their innovation success. Rather, what matters is communication intensity and recollection by others. In particular, there is evidence that rotating leadership – changing between a more active and passive communication style – is a predictor of innovative performance.
Expensive real-estate investments can be replaced by maintaining social ties. A more dynamic communication style and more diverse social ties are beneficial to innovation.
Compared to earlier work that has shown a connection between location, network and firm performance, this paper offers a more differentiated view; including a novel measure of communication style, using a unique data set and providing new insights for firms who want to shape their communication patterns to improve innovation, independently of their location.
Interrelations of writings in a complex field such as studies of science, technology and society, turn out to be highly patterned when data on author co‐citations are…
Interrelations of writings in a complex field such as studies of science, technology and society, turn out to be highly patterned when data on author co‐citations are statistically analysed and mapped. For both authors and specialities, the maps reveal structures of subject matter and intellectual impact, based on the perceptions of hundreds of citers since 1972. A new tool thus is available to historians and others concerned with a field's intellectual development.
Planningof any kind can be motivated by a pressing practical problem which has to be solved—for example, an increasing number of people may have to be housed in the same…
Planningof any kind can be motivated by a pressing practical problem which has to be solved—for example, an increasing number of people may have to be housed in the same area; or by a long‐term idealistic vision; or by both (the idealist seeing the long‐term implications of an immediate problem). In short‐term planning, the danger exists that the more technical problems may be solved, without attention to their implications for human beings; to take my housing example, higher and higher flats may be built, without considering the possible effects (e.g. the effect on social groupings). In long‐term planning, Utopian or ideological blueprints may be produced.
Meetings are a necessary part of work. The purpose of this paper is to focus on how power distance in meetings affects emotional labor, including whether leader-member…
Meetings are a necessary part of work. The purpose of this paper is to focus on how power distance in meetings affects emotional labor, including whether leader-member exchange (LMX) serves as a moderator for this relationship. It is hypothesized that power distance in meetings would lead to higher levels of emotional labor in meeting attendees, and that higher levels of LMX would make this relationship even stronger.
The authors used a panel sample of full-time working adults from a variety of industries who regularly attend meetings. Participants completed a survey with items related to power distance, emotional labor, and LMX. Hypotheses were tested using moderated regression.
Findings reveal that power distance between the meeting leader and attendees does relate positively to emotional labor, both surface and deep acting. In addition, LMX moderates this relationship for deep acting, but not for surface acting indicating that when high levels of both power distance and LMX exist, meeting attendees will engage in more deep acting.
The results of this study suggest that meeting leaders influence the behavior of attendees through their perceived power and relationship with the attendees. The power distance measure and cross-sectional nature of the sampling strategy is a limitation that provides opportunities for future research.
The practical implications focus on meeting leaders, how they can help meeting attendees make meetings successful by expressing their true authentic emotions.
The current study is one of the first to focus on the power distance present in meetings related to emotional regulation through the social comparison theory. In addition, the current study investigates how LMX can serve as a moderator in this relationship.