Johnson_etal_JPIM2016_Follow_the_leader_or_the_pack
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Johnson_etal_JPIM2016_Follow_the_leader_or_the_pack
Title PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packrepreneurial intentionsRunning head:Regulatory focus theory and academic entrepreneurshipAuthors:Mark JohnsonAffiliations: University of the West of Scotland; University of StrathclydeEnk w. MonsenAffiliation: University of VermontNiall G MackenzieAffiliation: University of StrathclydeCorresponding Johnson_etal_JPIM2016_Follow_the_leader_or_the_packAuthor Mark Johnson, School of Business and Enterprise. University of the West of Scotland. Paisley. PAI 2BE. UK. E-mail: mark.joluison@uws.ac.ukAuthoJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
r biographiesMark Johnson recently joined the University of the West of Scotland as a lecturer in Accounting and Finance. He is currently studying forTitle PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packepreneurship.Di Erik Monsen joined University of Vermont’s Grossman School of Business in August 2014 as an Associate Professor and Steven Grossman Endowed Chair in Entrepreneurship, and 111 January 2015 earned a secondary appointment as Associate Professor of Mechanical Engineering in the School of Johnson_etal_JPIM2016_Follow_the_leader_or_the_pack Engineering. He has crossed disciplinary (engineering, management, economics) and geographic (US. Germany. UK) boundaries on his journey from designiJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
ng aircraft to designing entrepreneurial organizations. Building on personal experiences as aerospace engineer and business consultant 111 American anTitle PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packciety.Di Niall Mackenzie joined the Hunter Centie for Entrepreneurship. University of Strathclyde, in July 2012. He is Director of Postgr aduate Research in the department, and the Principal Investigator on a European Commission funded technology commercialisation project working in conjunction with Johnson_etal_JPIM2016_Follow_the_leader_or_the_pack Fraunhofer and the Swedish University of Agricultural Sciences amongst others. He is a Research Associate of the Centre for Business Research at theJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
University of Cambridge and the Centre for Business History 111 Scotland at the University of Glasgow and served as Treasurer of the Association of BuTitle PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_pack applying a multilevel perspective, this article examines why university academics intend to engage in formal (spin-off or start-up companies and licensing university research) or informal (collaborative research, contract research, continuous professional development and contract consulting) commer Johnson_etal_JPIM2016_Follow_the_leader_or_the_packcialisation activities, and the role local contextual factors, in particular leadcis and work gloup colleagues (peers), play in then commercialisationJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
choices. Based on a survey of 395 science, technology, engineering and mathematics (S IEM) academics working in 14 Scottish universities, the researcTitle PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packs reveal that the stronger air individual's chronic promotion focus rhe stronger their formal and informal commercialisation intentions and a stronger individual chronic prevention focus leads to weaker intentions to engage in informal commercialisation, hl addition, when contextual interaction effe Johnson_etal_JPIM2016_Follow_the_leader_or_the_packcts are considered, leaders and workplace colleagues have different influences on commercialisation intent. On the one hand, promotion focused leadersJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
can strengthen and prevention focussed leaders can under certain circumstances weaken a promotion focused academic’s formal commercialisation intent.Title PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packt to engage in formal commercialisation activities, but also prevention focused academics corresponding informal commercialisation intent. As such, universities should consider the appointment of leaders who are strong role models and have a track record in formal and or informal commercialisation a Johnson_etal_JPIM2016_Follow_the_leader_or_the_packctivities and also consider the importance workplace colleagues have on moderating an academic’s intention to engage in different forms of commercialiJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
sation activities.Practitioner Points1.University policy makers should be aware of how leaders can moderate the commercialisation intentions of their Title PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packleaders who are strong role models and hav e a hack record of success in formal and or informal commercialisation activities.3.Universities should recognise entrepreneurial colleagues within departments or research gloups as commercialisation champions which may further strengthen rhe influence of p Johnson_etal_JPIM2016_Follow_the_leader_or_the_packeers on academics informal and formal commercialisation intentions.2IntroductionTo date, reseat ch on commercial outputs from academia has evolved aloJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
ng two distinct streams, each of which focuses on a different mode of commercialisation. The first, which has attracted significant attention, describTitle PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packesearch (Di Gregorio & Shane. 2003: Rothaennel et al.. 2007; Van Burg et al., 2008). Although financial returns are highly uncertain, successfill exploitation attempts can increase cash flows and the financial stability of a university, department 01 individual researcher for many years to come.The Johnson_etal_JPIM2016_Follow_the_leader_or_the_packsecond stream of research, informal commercialisation (Abreu & Grinevich. 2013). has been concerned with university-industry linkages where academicsJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
participate in contract-based knowledge related exchanges with non-academic organisations, for pre-agreed financial benefit to the institution, researTitle PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packrch, contract research, continuous professional development and contract consulting (D'Este & Patel. 2007; Perkmann & Walsh. 2008; Huglies & Kitson. 2012; Zhang et al.. 2016). Many external organisations recognise these activities as important mechanisms to allow inventions or know-how to be transfe Johnson_etal_JPIM2016_Follow_the_leader_or_the_packrred efficiently into their environment (Hughes & Kitson. 2012) and income from informal activities is typically higher than the income derived from aJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
ttempting to exploit university intellectual property through licensing or spinoffs (Perkmann et al., 2013). Such engagement IS often carried out baseTitle PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packurn may lead to informal3commercialisation activities being perceived as a lower risk option when compared to formal commercialisation activities.irrespective of the mode of commercialisation pursued, prior research suggests that academics vary significantly in their motivation to take entrepreneuri Johnson_etal_JPIM2016_Follow_the_leader_or_the_packal action (D lisle & Patel. 2007; llaylcr, 2011; Lam. 2011; Pcrkinarm cl al.. 2013; Roach & Saucnnaiin, 2010). Entrepreneurial action can also be inflJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
uenced by contextual factors (Roach & Sauermann, 2015) and a small number of researchers have suggested that both academic leaders (e.g. deans, heads Title PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packicolaou & Souitans. 2015; Tartan et al., 2011; Bercovitz & Feldman. 2008; van Burg et al.. 2008). To date, lew studies have sought to understand how the local context helps shape decision making as to why academics engage 111 formal or informal activities (Stuart & Ding. 2006; Bercovitz & Feldman, 2 Johnson_etal_JPIM2016_Follow_the_leader_or_the_pack008; Hayter. 2011; Libaers & Wang. 2012; Tartaii et al. 2014) Therefore, the following research question IS posed: which contextual factors encourageJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
or discourage academics to engage in more or less uncertain entrepreneurial activities?Ill order to answer this question, this article draws on regulaTitle PageReviewing Journal:Journal of Product Innovation ManagementManuscript Title:Follow the leader or the pack? Regulatory focus and academic entr Johnson_etal_JPIM2016_Follow_the_leader_or_the_packry focus theory defines two self-icgulalorx systems, known as promotion focus and prevention focus that influence indiv iduals' bchax lour and choices. Regulatory focus theory posits that individuals adopt either a prevention focus (a focus on the costs and perceived benefits of av oiding failure) o Johnson_etal_JPIM2016_Follow_the_leader_or_the_packr a promotion focus (a focus on the perceived benefits and costs of nor achieving success) (Higgins, 1997 & 1998). At any time, both self-regulatory sJohnson_etal_JPIM2016_Follow_the_leader_or_the_pack
ystems exist, but one system will dominate the other, due to cither situational niggers (Crowe & Higgins. 1997) or an individual’s chronic predispositGọi ngay
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