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Strategic business partnerships inform business faculty‐librarian (BFL) collaborations. This paper seeks to address how the motivations for business partnerships and faculty‐librarian collaborations are similar. A conceptual model suggests that the depth of the BFL relationship significantly enhances electronic collection development outcomes.

Literature concerning strategic business alliances, faculty‐librarian collaborations, and collection development was examined to determine whether principles that are applied to strategic business alliances can also be applied to BFL collaborations. A case‐in‐point is included for illustration.

Specific principles of strategic business partnerships can be applied to BFL collaborations aimed at improving electronic collection development. In addition, driving forces such as assessment, communication, and technology influence the nature of alliances across the business and academic arenas.

The findings are significant because they demonstrate how BFL collaborations can be made more effective through the application of business principles. BFL collaborations can positively influence electronic collection development in a variety of ways. The paper offers a new and unique conceptual model that improves understanding of the nature and depth of BFL collaborations in the context of electronic collection development. This paper will be of interest to business faculty in particular and faculty in general, and librarians working in diverse library settings, especially librarians aligned with management and business departments. Librarians in management positions will likely find this information useful as a means to increase faculty‐librarian collaboration across all disciplines.

This study investigated the issue of collaboration in new product development within the context of the South African textile and clothing industry. The following aspects were analysed in order to contribute to the understanding of the collaboration process: the perceived benefits of collaboration in the new product development process, the risks of collaboration, the effect of collaboration on the new product development process, and the factors that increase the likelihood of a successful collaboration.

The guest‐editors of the first Special Issue on E‐Collaboration provide an introduction to the issue. E‐collaboration is broadly defined as collaboration among individuals engaged in a common task using electronic technologies. A brief history of the evolution of e‐collaboration technologies is offered along with a discussion of research in the area. The paper concludes with a brief review of the contributions to the Special Issue and a look at one important future challenge for e‐collaboration researchers, the challenge of theoretical summarization.

Collaboration facilitates competitive advantages. That’s the reason why every leader should be concerned with whether his or her part of the organization embraces collaboration or not. Collaboration in itself is an instrumental value, and it should be pursued as part of an organization’s enterprise-wide strategy, especially in merged organizations. Unfortunately, the natural inclination in merged organizations is for the merged entities to continue the past practice of independent, autonomous operations. When merged, the separate entities of the new organization naturally resist integration. The leader must infuse collaboration to enable knowledge sharing and the integration and employment of the new organization’s capabilities. The following discussion presents a roadmap to collaboration focused on the leader’s employment of seven critical practices.

Concept Paper

Scholarly study points to collaboration as an instrumental value. If it must become a value in the organization, then leaders must use seven practices as part of an enterprise-wide strategy and carefully follow the implementation of the seven practices until collaboration becomes a value and the natural instinct of the organization.

Leaders struggle with how to bring collaboration into an environment where inertial forces impede it. The following discussion presents a roadmap to infuse collaboration and grow an appreciation for it because this process will facilitate the development and implementation of goals, objectives and action plans for the organization. Seven practices are discussed and integrated into an operational design-like method just like the one commanders use to achieve victories in military campaign planning and execution.

The purpose of this commentary is to complete the synthesis of the United Nations 17 Sustainable Development Goals (SDGs) into Seven Commentaries on Service Research Themes developed by ServCollab and the Journal of Services Marketing. As an approach to achieving SDG #17, ServCollab’s collaborative logic and design perspective for collaboration services for sustainable development partnerships are presented.

Collaboration is ServCollab’s Service Research Theme #7, which reframes the UN SDG meta goal #17 of Partnerships. In prior ServCollab research, four possible human interactions were identified: conflict, competition, cooperation and collaboration. Only the shared purpose of collaboration enables elevating the human experience.

The authors found no published service research that studied SDG #17, which means there are huge opportunities for service research on the role of collaboration in service systems. The alignment between the UN SDGs and ServCollab’s goals is explored. A research agenda for service research and SDG goals was proposed for collaborative communications, collaborative technologies and collaborative projects.

Practical ideas are offered for serving humanity through collaboration. Collaborations are the only practical solutions to humanity’s myriad sustainable development problems.

When the United Nations developed its first 16 SDGs, they knew that accomplishing these goals required complex collaborations. That is why SDG #17 is Partnerships. ServCollab’s serving humanity logic applies collaboration to all social settings (large or small) where working together can sustain and regenerate the service ecosystem of Planet Earth.

This commentary describes a unique approach to building collaborative capacity for conducting service research projects for sustaining and regenerating the service ecosystem of Planet Earth.

Absorptive capacity, technological collaboration and servitization are analyzed to establish ways to overcome the balance between products and services in manufacturing companies. A fresh perspective is introduced by presenting a framework for innovation strategy, moving beyond product-based R&D.

The hypotheses are tested using data on Spanish firms in the high-tech chemical and pharmaceutical industries through ordinary least squares regression analysis. The sample consists of 112 manufacturing firms included in the Spanish Survey of Business Strategies.

The results show that absorptive capacity facilitates servitization and that technological collaboration moderates the relationship between absorptive capacity and servitization. The synergies between absorptive capacity and technological collaboration for servitization are recognized from the perspective of open innovation as a way of resolving the trade-off between products and services.

Future research should introduce more sources of collaboration by broadening the value chain perspective. Other approaches to innovation may also be considered, including relationships to process innovation.

The results can provide meaningful guidance for companies to determine the key opportunities of servitization driven by absorptive capacity, and the best ways to leverage open innovation and collaboration strategies to exploit such approaches.

This research enriches theories on servitization, open innovation and innovative behavior. Open innovation strategy should be linked to greater servitization activity and should support an open service strategy. This approach is crucial for building innovation capabilities through technological collaboration.

This study aims to explore the effect of collaboration networks (domestic and international collaboration networks) on the innovation performance of small and medium-sized enterprises (SMEs). It also investigates the mediating role of business model innovation, the moderating role of entrepreneurial orientation and government institutional support between them.

Hierarchical regression analysis is adopted to test the hypotheses based on survey data provided by 223 manufacturing SMEs in China.

The results reveal that domestic and international collaboration networks positively affect SMEs' innovation performance. Business model innovation mediates domestic and international collaboration networks-SMEs’ innovation performance relationships. Entrepreneurial orientation positively moderates international collaboration networks–SMEs’ innovation performance relationship, and government institutional support positively moderates domestic and international collaboration networks–SMEs’ innovation performance relationships.

The findings indicate that managers of SMEs should invest in domestic and international collaboration networks and business model innovation to enhance SMEs' innovation performance. Moreover, entrepreneurial orientation and government institutional support should be valued when SMEs try to enhance their innovation performance by embedding in domestic and international collaboration networks.

This study broadens the authors' understanding of the relationship between collaboration networks and firms' innovation performance by classifying collaboration networks into domestic and international dimensions and investigating their direct impacts on SMEs' innovation performance. Besides, this study reveals how and when domestic and international collaboration networks influence the innovation performance of SMEs.

The necessity for continuous advancement in library education and practice requires research collaboration among library professionals. This study aims to investigate research collaboration among lecturers in the department of library and information science (LIS) and librarians in university libraries in Nigeria.

A descriptive survey research design was used for the study. The quantitative study employed a close-ended questionnaire for data collection. The study covered all the librarians in academic libraries and lecturers in the department of LIS (LIS professionals) in public universities in Ekiti, Ondo and Osun States, Nigeria. Descriptive and inferential statistics were used for data analysis. The criterion mean of 2.50–2.99 was used for the research questions.

It was found that librarians in academic libraries and lecturers in Nigeria rarely engage in research collaboration. The reasons for the research collaboration are to increase the quality of research in the library profession, make research in the library profession more in-depth and cross-fertilize ideas for generating novel insights.

It is the engagement of librarians in academic libraries and the lecturers in the LIS department in the exchange of knowledge at national and international levels through research collaboration that can enhance the quality of research that emanates from the library profession.

Promotion of the library profession requires the integrated effort of library professionals in academic libraries and lecturers in the department of LIS through research collaboration.

Promotion of the library profession requires the integrated effort of library professionals in academic libraries and lecturers in the department of LIS through research collaboration.

This paper aims to explore the key anchors of the National Innovation System shaping the nature of collaboration between academic high-performance computing centres (academic HPC centres) and small- to medium-sized enterprises (SMEs) working in the automotive and electronics sectors of the Danube region. With two main research questions, it discusses the importance of knowledge transfer and technology transfer for collaboration between University and Industry (U-I collaboration) in three groups of developmentally distinct countries: competitively advanced, competitively intermediate and competitively lagging. As main anchors of the innovation system, stable legal environment, exciting innovation policies and strong R&D funding are recognised.

A qualitative empirical study in 14 Danube region countries included 92 focus group participants, expert representatives of academic HPC centres and SMEs. The data were audio recorded, transcribed and analysed.

The findings show the main prerequisites of the framework conditions for efficient U-I collaboration evolve through a goal-oriented National Innovation Policy and developed and functioning legal environment supporting labour market and intellectual property (IP) protection and enforcement. Additionally, skilled people are needed to be able to operate with HPC, where it seems all the countries lack such skilled workforce. In competitively lagging countries, the high levels of brain drain exhibit strong impact to U-I collaboration.

Research into relationships between academic HPC centres and SMEs conducted was qualitative; therefore, limitations in terms of generalisation arise from it. On the other hand, the research is promising in terms of offering the guidance for policy makers who can use the findings when delivering innovation policy mix, adjusted to developmental level of own innovation ecosystem.

The study is among the pioneering work in U-I collaboration between academic HPC centres and SMEs from automotive and electronics industries in the Danube region. The research addresses the dynamics of collaboration and offers policy implications to strengthen the particular U-I collaboration.

本文旨在探究國家創新系統的主要支柱; 這些支柱決定了學術性的高速網路與計算中心 (註: 此為直譯) (以下簡稱學術高網算中心) 與於多瑙河地區的汽車製造業和電子產品行業內營運的中小型企業之間的合作性質。本文透過兩條主要的研究問題、去探討知識轉移和技術轉讓對大學與產業界之間的合作的重要性而這些產業是屬於在發展階段上三個明顯不同的國家組別裏的這三個組別是 競爭先進的、競爭性中級的和競爭落後的。穩定的法律環境、令人興奮的創新政策和強大的研究與開發資金被認為是創新系統的三個主要支柱。

研究人員在14個位於多瑙河地區的國家裏進行一個質性觀察研究研究涵蓋92個焦點小組參與者、來自學術高網算中心和中小型企業的專家代表。有關的數據被錄音繼而被轉寫下來最後被分析。

研究結果顯示效率高的大學產業界合作的框架條件的主要先決條件是透過一個以目標為導向的國家創新政策而逐漸形成繼而發展起來; 另外所需的條件是一個支援勞工市場、保障知識產權、並執行有關的法律的正常運作的法律環境。其次若想與學術高網算中心一起工作技術人才是必須的因學術高網算中心內的所有國家似乎欠缺技術勞動力。在落後於競爭對手的國家裏高度的人才外流對大學與產業界之間的合作會產生重大的影響。

由於研究採用的研究方法為質性研究法故研究結果、就普遍化的歸納而言是有其局限的。唯研究結果在實務方面有其作用因政策制定者在推行與科技進步與對策有關的策略時他們可把研究結果作為指引就其自身創新生態系統的發展水準而作出適當的調整。

本研究探討涉及學術高網算中心與於多瑙河地區的汽車製造業和電子產品行業內營運的中小型企業之間合作的大學產業界合作就此而言可說是開創性研究之一。本研究探究有關的大學產業界合作的變革動力並為政策制定者提供啟示以能強化有關的合作。

The purpose of this paper is to improve the understanding of how collaboration agreements function and their benefits for the environments where they are implemented. The goal of these initiatives is to bring together in partnerships the actors concerned by domestic violence and coordinate their actions to ensure the safety of persons at risk of intrafamilial homicides through an effective collaboration structure.

The synthesis data originates from four research projects research work with the partners of four studied agreements: A-GIR (Arrimage-Groupe d’Intervention Rapide [Rapid Intervention Unit]) in Laval, Alerte-Lanaudière [Lanaudière Alert] in the Lanaudière region, P.H.A.R.E. (Prévention des homicides intrafamiliaux par des Actions Rapides et Engagées [Domestic Homicide Prevention through Rapid and Committed Action]) in South Western Montérégie and the Rabaska Protocol in Abitibi-Témiscamingue.

Overall, the interveners agree on the positive impacts resulting from the relationships between the partners, the development of a common expertise and the collective responsibility acting to prevent intrafamilial homicides, while highlighting the challenges met and the essential conditions for the success of these collaboration initiatives.

Findings are drawn from participants in a particular locale – i.e. French–Canada, and may not entirely apply to other regions and cultures. Additional research should be conducted with similar methodology in other regions of Canada and elsewhere.

The findings should help in the further development of best practices for IPH prevention and therefore protect potential victims from lethal assaults of domestic violence.

Few studies have been conducted on how stakeholders involved in IPH prevention actually work together in collaborative efforts, and none, as far as we know, specifically on drawing up formal agreements.