A social network-based organizational model for improving knowledge management in supply chains

Purpose: This paper aims to provide a social network-based model for improving knowledge management in multi-level supply chains formed by small and medium-sized enterprises (SMEs). Design/methodology/approach: This approach uses social network analysis techniques to propose and represent a knowledge network for supply chains. Also, an empirical experience from an exploratory case study in the construction sector is presented. Findings: This proposal improves the establishment of inter-organizational relationships into networks to exchange the knowledge among the companies along the supply chain and create specific knowledge by promoting confidence and motivation. Originality/value: This proposed model is useful for academics and practitioners in supply chain management to gain a better understanding of knowledge management processes, particularly for the supply chains formed by SMEs. © Emerald Group Publishing Limited.Capó-Vicedo, J.; Mula, J.; Capó I Vicedo, J. (2011). A social network-based organizational model for improving knowledge management in supply chains. Supply Chain Management: An International Journal. 16(5):379-388. doi:10.1108/13598541111155884S379388165Archer, N., Wang, S., & Kang, C. (2008). Barriers to the adoption of online supply chain solutions in small and medium enterprises. Supply Chain Management: An International Journal, 13(1), 73-82. doi:10.1108/13598540810850337Arend, R. J., & Wisner, J. D. (2005). Small business and supply chain management: is there a fit? Journal of Business Venturing, 20(3), 403-436. doi:10.1016/j.jbusvent.2003.11.003BERNARDES, E. S. (2010). THE EFFECT OF SUPPLY MANAGEMENT ON ASPECTS OF SOCIAL CAPITAL AND THE IMPACT ON PERFORMANCE: A SOCIAL NETWORK PERSPECTIVE. Journal of Supply Chain Management, 46(1), 45-55. doi:10.1111/j.1745-493x.2009.03185.xBORGATTI, S. P., & LI, X. (2009). ON SOCIAL NETWORK ANALYSIS IN A SUPPLY CHAIN CONTEXT. Journal of Supply Chain Management, 45(2), 5-22. doi:10.1111/j.1745-493x.2009.03166.xBorgatti, S. P., Mehra, A., Brass, D. J., & Labianca, G. (2009). Network Analysis in the Social Sciences. Science, 323(5916), 892-895. doi:10.1126/science.1165821Boschma, R. A., & ter Wal, A. L. J. (2007). Knowledge Networks and Innovative Performance in an Industrial District: The Case of a Footwear District in the South of Italy. Industry & Innovation, 14(2), 177-199. doi:10.1080/13662710701253441Cadilhon, J.J. and Fearne, A.P. (2005), “Lessons in collaboration: a case study from Vietnam”,Supply Chain Management Review, Vol. 9 No. 4, pp. 11‐12.Carter, C. R., Ellram, L. M., & Tate, W. (2007). THE USE OF SOCIAL NETWORK ANALYSIS IN LOGISTICS RESEARCH. Journal of Business Logistics, 28(1), 137-168. doi:10.1002/j.2158-1592.2007.tb00235.xChen, I. J., & Paulraj, A. (2004). Understanding supply chain management: critical research and a theoretical framework. International Journal of Production Research, 42(1), 131-163. doi:10.1080/00207540310001602865Cheng, J., Yeh, C., & Tu, C. (2008). Trust and knowledge sharing in green supply chains. Supply Chain Management: An International Journal, 13(4), 283-295. doi:10.1108/13598540810882170CHOI, T. Y., & WU, Z. (2009). TRIADS IN SUPPLY NETWORKS: THEORIZING BUYER-SUPPLIER-SUPPLIER RELATIONSHIPS. Journal of Supply Chain Management, 45(1), 8-25. doi:10.1111/j.1745-493x.2009.03151.xCrone, M., & Roper, S. (2001). Local Learning from Multinational Plants: Knowledge Transfers in the Supply Chain. Regional Studies, 35(6), 535-548. doi:10.1080/00343400120065705Egbu, C. O., Hari, S., & Renukappa, S. H. (2005). Knowledge management for sustainable competitiveness in small and medium surveying practices. Structural Survey, 23(1), 7-21. doi:10.1108/02630800510586871Fong, P. S. W., & Kwok, C. W. C. (2009). Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms. Journal of Construction Engineering and Management, 135(12), 1348-1356. doi:10.1061/(asce)co.1943-7862.0000106Giannakis, M. (2008). Facilitating learning and knowledge transfer through supplier development. Supply Chain Management: An International Journal, 13(1), 62-72. doi:10.1108/13598540810850328Giuliani, E. (2007). The selective nature of knowledge networks in clusters: evidence from the wine industry. Journal of Economic Geography, 7(2), 139-168. doi:10.1093/jeg/lbl014Giuliani, E., & Bell, M. (2005). The micro-determinants of meso-level learning and innovation: evidence from a Chilean wine cluster. Research Policy, 34(1), 47-68. doi:10.1016/j.respol.2004.10.008Gunasekaran, A., Patel, C., & Tirtiroglu, E. (2001). Performance measures and metrics in a supply chain environment. International Journal of Operations & Production Management, 21(1/2), 71-87. doi:10.1108/01443570110358468Hogarth‐Scott, S. (1999). Retailer‐supplier partnerships: hostages to fortune or the way forward for the millennium? British Food Journal, 101(9), 668-682. doi:10.1108/00070709910288865Javernick-Will, A. N., & Scott, W. R. (2010). Who Needs to Know What? Institutional Knowledge and Global Projects. Journal of Construction Engineering and Management, 136(5), 546-557. doi:10.1061/(asce)co.1943-7862.0000035Johnsen, T. E., Johnsen, R. E., & Lamming, R. C. (2008). Supply relationship evaluation: European Management Journal, 26(4), 274-287. doi:10.1016/j.emj.2007.10.001Kinder, T. (2003). Go with the flow—a conceptual framework for supply relations in the era of the extended enterprise. Research Policy, 32(3), 503-523. doi:10.1016/s0048-7333(02)00021-5Lambert, D. M., Cooper, M. C., & Pagh, J. D. (1998). Supply Chain Management: Implementation Issues and Research Opportunities. The International Journal of Logistics Management, 9(2), 1-20. doi:10.1108/09574099810805807Lamming, R., Caldwell, N., & Phillips, W. (2006). A Conceptual Model of Value-Transparency in Supply. European Management Journal, 24(2-3), 206-213. doi:10.1016/j.emj.2006.03.010Lamming, R., Caldwell, N., Phillips, W., & Harrison, D. (2005). Sharing Sensitive Information in Supply Relationships: European Management Journal, 23(5), 554-563. doi:10.1016/j.emj.2005.09.010Levy, M., Loebbecke, C., & Powell, P. (2003). SMEs, co-opetition and knowledge sharing: the role of information systems. European Journal of Information Systems, 12(1), 3-17. doi:10.1057/palgrave.ejis.3000439McCarthy, T. M., & Golicic, S. L. (2002). Implementing collaborative forecasting to improve supply chain performance. International Journal of Physical Distribution & Logistics Management, 32(6), 431-454. doi:10.1108/09600030210437960Malhotra, A., Gosain, S. and El Sawy, O.A. (2001), “Absorptive capacity configurations in supply chains: gearing for partner‐enabled market knowledge creation”,MIS Quarterly, Vol. 29 No. 1, pp. 145‐87.Matopoulos, A., Vlachopoulou, M., Manthou, V., & Manos, B. (2007). A conceptual framework for supply chain collaboration: empirical evidence from the agri‐food industry. Supply Chain Management: An International Journal, 12(3), 177-186. doi:10.1108/13598540710742491Mentzas, G., Apostolou, D., Kafentzis, K., & Georgolios, P. (2006). Inter-organizational networks for knowledge sharing and trading. Information Technology and Management, 7(4), 259-276. doi:10.1007/s10799-006-0276-8Morrison, A. (2008). Gatekeepers of Knowledgewithin Industrial Districts: Who They Are, How They Interact. Regional Studies, 42(6), 817-835. doi:10.1080/00343400701654178Morrison, A., & Rabellotti, R. (2009). Knowledge and Information Networks in an Italian Wine Cluster. European Planning Studies, 17(7), 983-1006. doi:10.1080/09654310902949265Newell, S., Bresnen, M., Edelman, L., Scarbrough, H., & Swan, J. (2006). Sharing Knowledge Across Projects. Management Learning, 37(2), 167-185. doi:10.1177/1350507606063441Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14-37. doi:10.1287/orsc.5.1.14Ozkul, A., & Barut, M. (2009). Measuring supply chain relationships: a social network approach. International Journal of Integrated Supply Management, 5(1), 38. doi:10.1504/ijism.2009.026204Ramírez-Pasillas, M. (2010). International trade fairs as amplifiers of permanent and temporary proximities in clusters. Entrepreneurship & Regional Development, 22(2), 155-187. doi:10.1080/08985620902815106Sanderson, J., & Cox, A. (2008). The challenges of supply strategy selection in a project environment: evidence from UK naval shipbuilding. Supply Chain Management: An International Journal, 13(1), 16-25. doi:10.1108/13598540810850283Seggie, S. H., Kim, D., & Cavusgil, S. T. (2006). Do supply chain IT alignment and supply chain interfirm system integration impact upon brand equity and firm performance? Journal of Business Research, 59(8), 887-895. doi:10.1016/j.jbusres.2006.03.005Soosay, C. A., Hyland, P. W., & Ferrer, M. (2008). Supply chain collaboration: capabilities for continuous innovation. Supply Chain Management: An International Journal, 13(2), 160-169. doi:10.1108/13598540810860994Vaaland, T. I., & Heide, M. (2007). Can the SME survive the supply chain challenges? Supply Chain Management: An International Journal, 12(1), 20-31. doi:10.1108/13598540710724374Venters, W., Cornford, T., & Cushman, M. (2005). Knowledge about Sustainability: SSM as a Method for Conceptualising the UK Construction Industry�s Knowledge Environment. Journal of Computing and Information Technology, 13(2), 137. doi:10.2498/cit.2005.02.05Wagner, B. A., Fillis, I., & Johansson, U. (2003). E‐business and e‐supply strategy in small and medium sized businesses (SMEs). Supply Chain Management: An International Journal, 8(4), 343-354. doi:10.1108/13598540310490107Walter, J., Lechner, C., & Kellermanns, F. W. (2007). Knowledge transfer between and within alliance partners: Private versus collective benefits of social capital. Journal of Business Research, 60(7), 698-710. doi:10.1016/j.jbusres.2007.01.026Wu, C. (2008). Knowledge creation in a supply chain. Supply Chain Management: An International Journal, 13(3), 241-250. doi:10.1108/13598540810871280Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63(7), 763-771. doi:10.1016/j.jbusres.2009.06.00

The adaptation of industrial districts to a competitive, globalized environment

[EN] Currently, companies find themselves facing a competitive environment that is ever more globalized and changing and to which they must adapt themselves. This study analyzes the changes that should be made among agents of the territorial agglomerations of companies of the industrial district type in order to achieve this adaptation. The study will analyze the Industrial Textile District in Valencia, which corresponds to a so-called traditional sector with serious competitiveness problems. The analysis will be made taking as a reference point the liberalization of the textile products market by the European Union in 2005. By applying techniques belonging to social network analysis, the density and intensity of the existing relationships among the district agents are analyzed, as is the role played by each before and after this change in the competitive environment. Results show changes in the redistribution of relational capital, leading to the conclusion that the relationships of the leading companies in the district with local institutions, companies that supply machinery and technology, as well as with client companies in the district, have acquired a growing importance. All of this is motivated by the search for a greater differentiation in district products in relation to those obtained outside, through processes of innovation and product improvement.[ES] Actualmente las empresas se encuentran ante un entorno competitivo cada vez más globalizado y cambiante al que deben adaptarse. En este contexto, el presente trabajo analiza los cambios que se han producido entre los agentes de las aglomeraciones territoriales de empresas del tipo distrito industrial con el fin de lograr esa adaptación. Para cubrir este objetivo el trabajo analiza el Distrito Industrial Textil Valenciano, el cual se corresponde con un sector de los denominados tradicionales y con serios problemas de competitividad. El análisis se realizará tomando como punto de referencia la liberalización del mercado de productos textiles que se produjo en 2005 en la Unión Europea. Mediante la aplicación de técnicas propias del análisis de las redes sociales se analizan la densidad y la intensidad de las relaciones existentes entre los agentes del distrito, así como el papel jugado por cada uno de ellos antes y después de este cambio en el entorno competitivo. Los resultados del estudio evidencian los cambios en la redistribución del capital relacional, permitiendo concluir que las relaciones de las empresas líderes del distrito con las instituciones locales, las empresas proveedoras de maquinaria y tecnología, así como con las empresas clientes del distrito, han adquirido una importancia creciente. Todo ello motivado por la búsqueda de una mayor diferenciación de los productos del distrito respecto a los obtenidos fuera, a través de procesos de innovación y mejora de los productos.Capó-Vicedo, J.; Capó I Vicedo, J. (2013). Adaptación de los distritos industriales a un entorno competitivo globalizado. Revista Venezolana de Gerencia. 18(62):179-199. http://hdl.handle.net/10251/58708S179199186

Industrial clusters, innovation and universities: The role of the university in a textile cluster

The main purpose of this paper is to contribute to the discussion about the role played by universities in the traditional industrial clusters, as a result of the changing situation of the competitive environment. To achieve this objective, our work makes a study of an industrial cluster for a so-called traditional sector with serious problems of competitiveness. The study results show how the cluster has changed the redeployment of its relational capital, becoming more important the relationship between the companies of the cluster and the University. This is caused by the search of a greater product differentiation, through processes of innovation and product improvement in which the University plays an important role.Capó I Vicedo, J.; Capó-Vicedo, J. (2011). Industrial clusters, innovation and universities: The role of the university in a textile cluster. International Journal of Business and Social Sciencies. 2(8):267-275. http://hdl.handle.net/10251/58109S2672752

From a personal to a more social view of students' academic performance: the importance of peer selection at university

[EN] Students' academic performance has traditionally been linked to aspects centred on their personal abilities, such as cognitive skills, hours spent studying or personal motivation. However, in recent years, some research in the literature have begun to highlight the role that students' social interactions play in their performance (Johnson and Johnson 1993; Baldwin et al. 1997). These interactions create informal trust-based networks that facilitate knowledge exchange between students and enhance their learning (Gaševi¿ et al. 2013). A number a of contributions have recently found a direct relationship between students' position in these knowledge networks and their academic performance (Cho et al. 2007; Smith and Peterson 2007; Hommes et al. 2012). On the other hand, this position has also been linked to opportunities to obtain new knowledge from external sources and to creative skills. (Tomás-Miquel et al., 2016). However, in this paper, far from this static vision, we delve deeper into the dynamic view of knowledge networks among students in order to understand the academic influence exerted in university environments by students on their peers. Specifically, this paper aims to answer the following research question: do the peers of higher-achieving students improve their performance over time? To answer this question, this paper applies a stochastic actor-oriented model (SAOM) to a sample of 50 students of the Business Administration and Management bachelor¿s degree at the Campus of Alcoy of the Universitat Politècnica de València in Spain. The results obtained confirm the positive influence of higher-achieving students on their lower-graded peers. Thus, lower-achieving students perform better over time as they increase their academic relationships with higher-achieving students. These results highlight the importance for universities of attracting higher-ability students, as well as mixing students into heterogeneous work groups in terms of academic performance. This would make it easier to improve the performance of less proficient students, thus preventing them from dropping out of the university. Therefore, these findings may have relevant implications for both university policy and classroom learning management.Tomas Miquel, JV.; Capó I Vicedo, J.; Capó-Vicedo, J. (2022). From a personal to a more social view of students' academic performance: the importance of peer selection at university. ICERI Proceedings. 1522-1526. https://doi.org/10.21125/iceri.2022.03971522152

The role of universities in making industrial districts more dynamic. A case study in Spain

Through this research we aim to contribute to the debate on the role of universities in industrial districts in the context of the new competitive panorama that they are facing. With this objective in mind, we have carried out a study based on a university located within a Spanish textile district, using Social Network Analysis techniques. Of particular relevance are the relationships between companies, of which there is a dense concentration, and the university, which has an important role as mediator within the network.Capó-Vicedo, J.; Molina Morales, FX.; Capó I Vicedo, J. (2013). The role of universities in making industrial districts more dynamic. A case study in Spain. Higher Education. 65(4):417-435. doi:10.1007/s10734-012-9553-0S417435654Abramo, G., D’angelo, C. A., & Di Costa, F. (2011). University-industry research collaboration: A model to assess university capability. Higher Education, 62, 163–181.Abramovsky, L., Kremp, E., López, A., Schmidt, T., & Simpson, H. (2009). Understanding cooperative innovative activity: Evidence from four European countries. Economics of Innovation and New Technology, 18(3), 243–265.Alberti, F. G. (2006). The decline of the industrial district of Como: Recession, relocation or reconversion? Entrepreneurship and Regional Development, 18, 473–501.Asheim, B. T. (1996). Industrial districts as learning regions: A condition for prosperity? European Planning Studies, 4(4), 379–400.Baum, J., & Oliver, C. (1992). Institutional embeddedness and dynamics of organizational populations. American Sociological Review, 57, 540–559.Bayona, C., García, T., & Huerta, E. (2002). Collaboration in R&D with universities and research centres: An empirical study of Spanish firms. R&D Management, 32, 321–341.Becattini, G. (1990). The marshallian industrial district as a socio-economic notion. F. en Pyke, G. Becattini, & W. Sengenberger (Eds.), Industrial districts and local economic regeneration. Ginebra: International Institute for Labor Studies.Belderbos, R., Carree, M., & Lokshin, B. (2004). Cooperative R&D and firm performance. Research Policy, 33, 1477–1492.Belussi, F., & Sedita, S. R. (2009). Life cycles vs multiple path dependency in industrial districts. European Planning Studies, 17(4), 505–527.Bercovitz, J. E. L., & Feldman, M. P. (2007). Fishing upstream: Firm innovation strategy and university research alliances. Research Policy, 36(7), 930–948.Best, M. (1990). The new competition: Institutions of industrial restructuring. Cambridge: Harvard University Press.Boix, R., & Galletto, V. (2006). Sistemas locales de trabajo y distritos industriales marshallianos en España. Economía Industrial, 359, 165–184.Borgatti, S. P., Everett, M. G., & Freeman, L. C. (2002). Ucinet for windows: Software for social network analysis. Harvard: Analytic Technologies.Borgatti, S., Mehra, A., Brass, D., & Labianca, G. (2009). Network analysis in the social sciences. Science, 323(5916), 892–895.Boschma, R. A., & Frenken, K. (2006). Why is economic geography not evolutionary science? Towards an evolutionary economic geography. Journal of Economic Geography, 6(3), 273–302.Boschma, R. A., & Ter Wal, A. L. J. (2007). Knowledge networks and innovative performance in an industrial district: The case of a footwear district in the South of Italy. Industry and Innovation, 14(2), 177–199.Breschi, S., & Lissoni, F. (2001a). Knowledge spillovers and local innovation systems: A critical survey. Industrial and Corporate Change, 10(4), 975–1005.Breschi, S., & Lissoni, F. (2001b). Localised knowledge spillovers vs. innovative milieux: Knowledge “taciteness” reconsidered. Papers in Regional Science, 80(3), 255–273.Brown, D. W., & Konrad, A. M. (2001). Granovetter was right. The importance of weak ties to a contemporary job search. Group & Organization Management, 26, 434–462.Burt, R. S. (1992). Social structure of competition. In N. Nohria & R. G. Eccles (Eds.), Networks and organizations: Structure, form and action. Boston: Harvard Business School Press.Capello, R. (2002). Spatial and sectoral characteristics of relational capital in innovation activity. European Planning Studies, 10(2), 177–200.Capello, R., & Faggian, A. (2005). Collective learning and relational capital in local innovation processes. Regional Studies, 39(1), 75–87.Cohen, W. M., Nelson, R. R., & Walsh, J. P. (2002). Links and impacts: The influence of public research on industrial R&D. Management Science, 48(1), 1–23.Coleman, J. S. (1988). Social capital in the creation of human capital. American Journal of Sociology, 94, 95–120.Coleman, J. S. (1990). Foundation of social theory. Cambridge: Harvard University Press.Crewe, L. (1996). Material culture: Embedded firms, organizational networks and local economic development of a fashion quarter. Regional Studies, 30, 257–272.Decarolis, D. M., & Deeds, D. L. (1999). The impact of stocks flows of organizational knowledge on firm performance: An empirical investigation of the biotechnology industry. Strategic Management Journal, 20, 953–968.Dei Ottati, G. (1994). Co-operation and competition in the industrial district as an organizational model. European Planning Studies, 2, 463–485.Fontana, R., Geuna, A., & Matt, M. (2006). Factors affecting university–industry R&D projects: The importance of searching, screening and signalling. Research Policy, 35(2), 309–323.Foss, N. J., & Koch, C. A. (1995). Opportunism, organizational economics, and the network approach. Scandinavian Journal of Management, 12, 189–205.Frasquet, M., Calderón, H., & Cervera, A. (2011). University–industry collaboration from a relationship marketing perspective: An empirical analysis in a Spanish University. Higher Education,. doi: 10.1007/s10734-011-9482-3 .Freeman, L., Bogartti, S. P., & White, D. R. (1991). Centrality in valued graphs: A measure of betweeness based on network flow. Social Networks, 13, 141–154.Geiger, R. L., & Sá, C. M. (2008). Tapping the riches of science: Universities and the promise of economic growth. Cambridge, MA: Harvard University Press.Gertler, M. S. (2010). Rules of the game: The place of Institutions in regional economic change. Regional Studies, 44(1), 1–15.Giuliani, E. (2007). The selective nature of knowledge networks in clusters: Evidence from the wine industry. Journal of Economic Geography, 7(2), 139–168.Giuliani, E., & Bell, M. (2005). The micro-determinants of meso-level learning and innovation: Evidence from a Chilean wine cluster. Research Policy, 34(1), 47–68.Graf, H. (2007). Gatekeepers in regional networks of innovators. Jena Economic Research Papers #2007-054, Friedrich-Schiller-University Jena and Max-Planck-Institute of Economics, pp. 1–31.Granovetter, M. (1973). The strength of weak ties. American Journal of Sociology, 78(6), 1360–1380.Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91, 481–510.Granovetter, M. S. (1992). Problems of explanation in economic sociology. In N. Nohria & R. Eccles (Eds.), Networks and organizations: Structure, form, and action. Boston: Harvard Business School Press.Hagedoorn, J., Link, A., Vonortas, N., & Nicholas, S. (2000). Research partnerships. Research Policy, 29, 567–586.Hagg, I., & Johanson, T. (1983). Firms in networks. Stockholm, Sweden: Business and Social Research Institute.Harrison, B. (1991). Industrial districts: Old wine in new bottles? Regional Studies, 26, 469–483.Kale, P., Singh, H., & Perlmutter, H. (2000). Learning and protection of proprietary assets in strategic alliances: Building relational capital. Strategic Management Journal, 21, 217–237.Klevorick, A. K., Levin, R. C., Nelson, R. R., & Winter, S. G. (1995). On the sources and significance of interindustry differences in technological opportunities. Research Policy, 24, 185–205.Krugman, P. (1991). Geography and trade. Cambridge: MIT Press.Larson, A. (1992). Network dyads in entrepreneurial settings: A study of the governance of exchange relationships. Administrative Science Quarterly, 37, 76–104.Laursen, K., & Salter, A. (2004). Searching high and low: What types of firms use universities as a source of innovation? Research Policy, 33, 1201–1215.Lissoni, F. (2001). Knowledge codification and the geography of innovation. The case of the Brescia mechanical cluster. Research Policy, 30(9), 1479–1500.Lorenz, E. H. (1992). Trust, community, and co-operation. Toward a theory of industrial districts. In M. Storper & A. J. Scott (Eds.), Pathways to industrialization and regional development. London: Routledge.Loury, G. C. (1977). A dynamic theory of racial income differences. In P. A. Wallace & A. M. La Mond (Eds.), Women, minorities, and employment discrimination. Lexington, MA: Heath.Malmberg, A. (2003). Beyond the cluster—local milieus and global economic connections. In J. Peck & H. W. C. Yeung (Eds.), Remaking the global economy (pp. 145–159). London: Sage.Malmberg, A., & Maskell, P. (2002). The elusive concept of localization economies: Towards a knowledge based theory of spatial clustering. Environment and Planning, 34(3), 429–449.Marshall, A. (1925). Principles of economics (1890) (8th ed.). London: Macmillan.Maskell, P., & Malmberg, A. (1999). Localised learning and industrial competitiveness. Cambridge Journal of Economics, 23, 167–185.McEvily, B., & Zaheer, A. (1999). Bridging ties: A source of firm heterogeneity in competitive capabilities. Strategic Management Journal, 20, 1133–1156.Miotti, L., & Sachwald, F. (2003). Co-operative R&D: Why and with whom? An integrated framework of analysis. Research Policy, 32, 1481–1499.Mohnen, P., & Hoareau, C. (2003). What type of enterprise forges close links with universities and government labs? Evidence from CIS 2. Managerial and Decision Economics, 24, 133–146.Molina-Morales, F. X., López-Navarro, M. A., & Guía-Julve, J. (2002). The role of local institutions as intermediary agents in the industrial district. European Urban and Regional Studies, 9(4), 315–329.Molina-Morales, F. X., & Martínez-Fernández, M. T. (2008). Shared resources in industrial districts: Information, know-how and institutions in the Spanish tile industry. International Regional Science Review, 31(1), 35–61.Morrison, A. (2008). Gatekeepers of knowledge within industrial districts: Who they are, how they interact. Regional Studies, 42(6), 817–835.Morrison, A., & Rabelotti, R. (2009). Knowledge and information networks in an Italian wine cluster. European Planning Studies, 17(7), 983–1006.Mowery, D. C., & Sampat, B. N. (2005). Universities in national innovation systems. In J. Fagerberg, et al. (Eds.), The Oxford handbook of innovation (pp. 209–239). Oxford: Oxford University Press.Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242–266.Paniccia, I. (1998). One, a hundred, thousands industrial districts. Organizational variety of local networks of small and medium-sized enterprises. Organization Studies, 16(4), 667–699.Patton, D., & Kenney, M. (2009). The university research-centric district in the united states. In G. Becattini et al. (Eds.), A handbook of industrial districts. Cheltenham: Edward Elgar.Piore, M., & Sabel, C. (1984). The second industrial divide. Possibilities for prosperity. New York: Basic Books.Portes, A., & Sensenbrenner, J. (1993). Embeddedness and immigration: Notes on the social determinants of economic action. American Journal of Sociology, 98, 1320–1350.Putnam, R. D. (1995). Bowling alone: America's declining social capital. Journal of Democracy, 6, 65–78.Pyke, F., Becattini, G., & Sengenberger, W. (1990). Industrial districts and inter-firm co-operation in Italy. Geneva: International Institute for Labour Studies.Ramírez-Pasillas, M. (2010). International trade fairs as amplifiers of permanent and temporary proximities in clusters. Entrepreneurship and Regional development, 22(2), 155–187.Raub, W., & Weesie, J. (1990). Reputation and efficiency in social interactions: An example of network effects. American Journal of Sociology, 96, 626–665.Russo, M. (1997). Relazioni tra imprese e svolupo locale. Economia e Politica Industriale, 93, 105–137.Sá, C. M. (2011). Redefining university roles in regional economies: A case study of university–industry relations and academic organization in nanotechnology. Higher Education, 61, 193–208.Samarra, A., & Biggiero, L. (2008). Heterogeneity and specificity of inter-firm knowledge flows in innovation networks. Journal of Management Studies, 45(4), 800–828.Sammarra, A., & Belussi, F. (2006). Evolution and relocation in fashion-led Italian districts: Evidence from two case-studies. Entrepreneurship and Regional Development, 18, 543–562.Schartinger, D. (2002). Knowledge interactions between universities and industry in Austria: Sectoral patterns and determinants. Research Policy, 31(3), 303–328.Storper, M. (1992). The limits of the globalization: Technology districts and international trade. Economic Geography, 68, 60–93.Storper, M., & Scott, A. J. (1989). The geographical foundations and social regulation of flexible production complexes. In J. Wolch & M. Dear (Eds.), The power of geography. Boston: Unwin Hyman.Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of intrafirm networks. Academy of Management Journal, 41(4), 464–478.Uzzi, B. (1996). The sources and consequences of embeddeness for economic performance of organizations: The network effect. American Sociological Review, 61, 674–698.Westlund, H., & Bolton, R. (2003). Local social capital and entrepreneurship. Small Business Economics, 21(2), 77–113.Woolcock, M., & Narayan, D. (2000). Social capital: Implications for development theory, research, and policy. World Bank Research Observer, 15(2), 225–250.Yin, R. K. (1989). Case study research, design and methods. Beverly Hills: Sage.Yli_renko, H., Autio, E., & Sapienza, J. H. (2001). Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms. Strategic Management Journal, 22, 587–613

El camino hacia el desarrollo sostenible de los clusters industriales: Un estudio entre los futuros líderes del cluster textil valenciano

We are facing a paradigm shift in which the need to take sustainability into account in each andevery area of society is becoming increasingly evident. In this context, industrial clusters mustbe able to face this challenge with great solvency, and for this, the predisposition shown byfuture business leaders and managers is essential.The aim of this research was to shed light on the perception that university students,as future members of the management area of companies in industrial clusters, have aboutsustainability and the incorporation of more sustainable strategies in these companies. Basedon the information collected from a sample of 300 university students of the Alcoy Campus ofthe Universitat Politècnica de València in Spain, which is located in the area of influence of theValencian textile cluster, the results obtained in this research reveal a significant general interestin aspects linked to sustainability, although with different intensities depending on the gender ofthe students and the type, year and level of studies undertaken. In addition, university studentsshow a greater preference for strategies aimed at the development of more energy-efficientand sustainable infrastructures, the greater incorporation of renewable energies and sustainableinnovation processes, among others. The results also highlight the significant influence that theinclusion of training in sustainability and environmental ethics in university curricula can haveon these processes. All these findings may have relevant implications for educational research,as well as for cluster policies and business strategies.Estamos ante un cambio de paradigma en el que la necesidad de tener en cuenta la sostenibilidaden todos y cada uno de los ámbitos de la sociedad se hace cada vez más patente. En este contexto,los clusters industriales deben ser capaces de afrontar este reto con solvencia y, para ello, lapredisposición que muestren los futuros líderes y dirigentes empresariales se antoja imprescindible.Este trabajo ha pretendido arrojar luz sobre la percepción que los estudiantesuniversitarios, como futuros integrantes de las áreas de dirección y gestión de las empresas delos clusters industriales, tienen acerca de la sostenibilidad y de la incorporación de estrategiasmás sostenibles en las mismas. A partir de la información recogida en una muestra de 300estudiantes universitarios del Campus de Alcoy de la Universitat Politècnica de València enEspaña, el cual se encuentra ubicado en el área de influencia del cluster textil valenciano,los resultados obtenidos en esta investigación revelan un importante interés general por losaspectos vinculados a la sostenibilidad, aunque con intensidades diferenciadas según el génerode los estudiantes y la tipología, curso y nivel de los estudios cursados. Adicionalmente, losestudiantes universitarios muestran una mayor preferencia por estrategias encaminadas haciael desarrollo de infraestructuras más eficientes energéticamente y sostenibles, a la mayorincorporación de energías renovables y a procesos de innovación sostenible, entre otras. Losresultados también revelan la influencia que en estos procesos puede tener la inclusión deformación en sostenibilidad y ética medioambiental en los planes de estudio universitarios.Todas estas conclusiones pueden tener implicaciones relevantes para la investigación educativa,así como para las políticas y estrategias empresariales del cluster

La evaluación como elemento de mejora y enriquecimiento del sistema educativo

Capó I Vicedo, J.; Pla Rodríguez, C.; Capó-Vicedo, J. (2011). La evaluación como elemento de mejora y enriquecimiento del sistema educativo. Revista Latinoamericana de Estudios Educativos. XLI(3-4):139-150. http://hdl.handle.net/10251/58707S139150XLI3-

An overview of social network analysis and knowledge networks

Paper presented at KES International Conference on Sustainable Design and Manufacturing, 28-30 April 2014.[EN] This paper presents an extract of a more extensive review of the literature on immersive social networking systems and social network analysis (SNA). The paper overviews the current literature on relevant knowledge networking models. There is a special interest in SNA applications in knowledge management. The result of this paper is a report describing the main findings of some knowledge networking models and SNA.Funding provided by the EU Marie Curie Actions—Industry-Academia Partnerships and Pathways (IAPP) Project entitled “KNOWNET— Engaging in Knowledge Networking via an interactive 3D Social Supplier Network (FP7-PEOPLE-2012- IAPP)” is gratefully acknowledged. The KNOWNET project seeks to assess the value of social networking for knowledge exchange across Insurance supply chains. A key objective of the project being to develop and build a web based interactive environment - a Supplier Social Network or SSN, to support and facilitate exchange of good ideas, insights, knowledge, innovations etc across a diverse group of suppliers within a multi level supply chain within the Insurance sector (Grant, 2014).Mula, J.; Capó-Vicedo, J.; Capó I Vicedo, J.; Grant, S. (2016). An overview of social network analysis and knowledge networks. InImpact. 7(2):1099-1105. http://hdl.handle.net/10251/77534S109911057

Improving transversal skills in the strategic management subject in global environments of the university master in business administration (MBA) by applying the SCRUM methodology

[EN] Adapting the university to the European Higher Education Area is leading to skills being developed as learning results from training, methodological renovation and using evaluations as a strategy that must positively influence students¿ learning. The Universitat Politècnica de València (UPV) has set up the UPV Transversal Competences Project, whose main objective is to accredit the UPV transversal skills to graduate students of any official degree taught at the UPV (UPV, 2017). In the specific case of the Master Degree in Business Management (MBM), an Advisory Council for the MBM was created in April 2017, made up of some of the most important companies in the area of influence. The objective was to incorporate, into the master¿s undergraduate profile, the real requirements of its business context. During the Advisory Council¿s first meeting, the need for the MBM students to acquire transversal skills was detected, along with the technological knowledge taught in it. Stress was placed on the need to acquire problem-solving and teamwork skills. Thus the Academic Master Committee considered the option of cross-sectionally using a problem-solving and teamwork methodology in several MBM subjects so that students and teachers could reinforce these specific competences. Having analysed several available options, a decision was made to use the SCRUM, methodology, which is a framework within which students can tackle complex adaptive problems, while productively and creatively delivering products of the highest possible value (Schwaber & Sutherland, 2016). SCRUM allows partial and normal deliveries of end products to be made, which are priorised for the benefit they offer the party that receives the project (Proyectos Ágiles, 2017). The purpose of the present work is to present the results of applying this methodology to the subject entitled ¿Strategic Management in Global Environments¿ of the MBM at the Alcoy Campus of the UPV. To this end, work was done as part of the subject to propose new innovative business models for four companies that belong to the MBM¿s Advisory Council. Students were divided into four self-managed teams, where students were sure of the role they played in them by periodically delivering works and always complying with the requirements agreed on by students, the teachers and the involved companies. There could be a reaction if deviations occurred in companies¿ requirements and/or needs, and it could be necessary to adjust to these new requirements. The intention was for students to be capable of working in teams, solving companies¿ genuine problems in real time and adapting to companies¿ requirements and/or needs at all times. The ultimate objective was to improve academic performance, and acquiring and improving transversal skills, mainly analysing and problem solving, teamwork and leadership, and planning and managing time by practically and completely applying SCRUM to the work done in the subject.This work has been done as part of an educational innovation project funded by the Universitat Politècnica de València (PIME/2017/B/008) "Application of an agile and collaborative work methodology (SCRUM) in the Master in Business Administration (MBA) to improve transversal skills"Capó-Vicedo, J.; Vicedo, P.; Díaz-Madroñero Boluda, FM.; Mula, J. (2018). Improving transversal skills in the strategic management subject in global environments of the university master in business administration (MBA) by applying the SCRUM methodology. INTED proceedings (Online). 8415-8423. https://doi.org/10.21125/inted.2018.2037S8415842

Applying the SCRUM methodology to the operations and technology strategy subject of the university master in business administration (MBA)

[EN] The objective of this article is to present a process of applying the SCRUM methodology to practical lab classes in the Operations and Technology Strategy subject of the University Master Degree in Business Administration (MBA) at the Higher Polytechnic School of Alcoy, which belongs to the Universitat Politécnica de València (UPV). To do so, the MBA Degree was globally analysed. Next the teaching programme was proposed for the corresponding subject. This contextualised the subject in the syllabus underway by focusing on skills, and on coordinating and organising the subject and teaching-learning methodologies. Next the syllabus, the teaching programme of theoretical/practical classes, the material resources and the evaluation system were proposed. The SCRUM methodology was applied to encourage the relative efficiency of practical lab classes, whose ultimate objective was to develop a collaborative project to create the operations strategy of a new business idea.This work has been done as part of an educational innovation project funded by the Universitat Politècnica de València (PIME/2017/B/008) ¿Application of an agile and collaborative work methodology (SCRUM) in the Master in Business Administration (MBA) to improve transversal skillsMula, J.; Díaz-Madroñero Boluda, FM.; Vicedo, P.; Capó-Vicedo, J. (2018). Applying the SCRUM methodology to the operations and technology strategy subject of the university master in business administration (MBA). INTED proceedings (Online). 8424-8433. https://doi.org/10.21125/inted.2018.2039S8424843