Long‐Term Innovation Outcomes of University–Industry Collaborations: The Role of ‘Bridging’ vs ‘Blurring’ Boundary‐Spanning Practices-Reference-Cited by-同舟云学术

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Long‐Term Innovation Outcomes of University–Industry Collaborations: The Role of ‘Bridging’ vs ‘Blurring’ Boundary‐Spanning Practices

Published:2020-11-10 Issue:1 Volume:33 Page:478-501
ISSN:1045-3172
Container-title:British Journal of Management
language:en
Short-container-title:British J of Management

Author:

Rossi Federica¹^ORCID,De Silva Muthu¹^ORCID,Baines Ning²^ORCID,Rosli Ainurul³^ORCID

Affiliation:

1. Department of Management, Birkbeck University of London Malet Street London WC1E 7HX UK

2. Faculty of Business and Law De Montfort University Gateway House Leicester LE1 9BH UK

3. Brunel Business School Brunel University London Kingston Lane Uxbridge UB8 3PH UK

Funder

British Academy

British Academy of Management

Publisher

Wiley

Subject

Management of Technology and Innovation,Strategy and Management,General Business, Management and Accounting

Link

https://onlinelibrary.wiley.com/doi/pdf/10.1111/1467-8551.12449

Reference107 articles.

1. Knowledge Transformation in Project Networks: A Speech Act Level Cross-Boundary Analysis

2. ‘Engineered’ University‐Industry Collaboration: A Social Capital Perspective

3. Knowing in action: Beyond communities of practice

4. Bridging the Boundary: External Activity and Performance in Organizational Teams

5. Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation

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