This paper is an inquiry into the human factor in intermediation. We argue that we have not yet fully grasped the different roles, functions, and ways-of-being of the intermediary and that the concept of first- and second-order “wisdom” is helpful in understanding what it takes to succeed as an intermediary. Through a comprehensive inquiry into human intermediaries in a corporate strategic program for universityindustry collaboration in a global company, we develop a typology based on three fundamental roles: the “Power Promoter,” the Diplomat, and the Creative Integrator. On this basis, we argue that the wisdom of the intermediary involves mastering the different roles (first-order wisdom) and deciding between them in each individual situation of intermediation (second-order wisdom). As a result, we advance Hargadon and Sutton’s initial insight into the human factor in intermediation, thereby further humanizing the research on intermediation.
This research explores knowledge sharing behaviors, aiming at developing good knowledge governance (KG) mechanisms and promoting university-industry ring phenomenon in China. Empirical evidence concerning the operation of KG, collected through interviews and relevant documentary materials, is analyzed through the lens of communities of practices (CoPs) approach to situated learning. Our case study lends support to the conceptualizing process of KG, in which task design, quality control, innovative capitalists, and relational intellectual property serve as KG mechanisms for promoting university-industry collaboration. In addition, our analysis highlights the significance of associates’ roles in KG for facilitating knowledge sharing behaviors. This research provides empirical evidence for understanding KG in university-industry collaboration.
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UniversityindustryCollaboration and the Development of High-technology Sectors in Brazil
sponsorship on climate for academic freedom and other graduate student outcome ’. Research Policy 30 : 179 – 199 . Bruneel J. ; D’Este P. ; Salter A. 2010 . ‘ Investigating the factors that diminish the barriers to university–industrycollaboration ’. Research Policy 39 : 858 – 868 . de Chadarevian S
there are two main sources for the innovation process based on internal and external processes. Within the internal innovation process, the focus is on the cooperation with universities and research institutes, suppliers, or customers. For that reason,
university-industrycollaboration in R&D ( gcr
industry. The lack of university-industrycollaboration should be understood in the context of frequent debates that take place in India regarding the lack of innovation and commercialization of research. Collaboration between university, industry, and government sectors contribute to industrial
close cooperation with relevant industries. The pharmacy degree has recently been implemented in cooperation with a local pharmaceutical company. This is a unique university-industrycollaboration, providing an innovative model for Armenia. The theoretical component of the education is delivered by EIU
. Innovation Policy and the Economy , 7 , 71 – 98 . Retrieved from http://www.nber.org/chapters/c0034.pdf Suzuki , S. , Belderbos , R. , & Kwon , H. U . ( 2017 ). The location of multinational firms’ R&D activities abroad: Host country university research, university–industrycollaboration, and R
( USM ) was unable to adapt fast enough to the changing external factors despite decades of collaboration with the industries. USM and SME Assist may need more time to adapt as building an ecosystem or a knowledge hub that stimulate state-university-industrycollaboration takes time and is often
Sciences Humanities Indicators
Neumann , R.
Tan , K.K.
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( 2019 ) University-IndustryCollaboration: New