Technological agglomeration and the emergence of clusters and networks in nanotechnology

Based on the analysis of two clusters in nanotechnologies (MESA+ in the Netherlands and Minatec in Grenoble in France), the paper examines the emergence and effects of technological agglomeration. The social and technical arrangements of a regional centre for nanotechnology both enable and constrain the ongoing activities and research lines that can be followed. Technology platforms and their co-location are a pre-requisite for nanotechnology research and agglomeration of such platforms are both a means and outcome for institutional entrepreneurs to mobilise resources, build networks and construct regional centres of excellence in nanotechnology. Technological agglomeration shapes the networks that evolve and leads to the convergence of scientific disciplines.TECHNOLOGICAL AGGLOMERATION;TECHNOLOGY PLATFORM;CLUSTER;DISTRICT; CONVERGING TECHNOLOGY;MULTILEVEL ACTIVITIES

The role of regional institutional entrepreneurs in the emergence of clusters in nanotechnologies

In the case of new technologies like nanotechnology, institutional entrepreneurs appear who have to act at different levels (organizational, regional, national) at the same time. We reconstruct, in some detail, the history of two cases, in Grenoble and in Twente/Netherlands. An intriguing finding is that institutional entrepreneurs build their environment before changing their institution. They first mobilize European support to convince local and national levels before actual cluster building occurs. Only later will there be reactions against any de-institutionalisation caused at the base location. The Dutch case shows another notable finding: when mobilizing support the entrepreneur will have to agree to further conditions, and then ends up in a different situation (a broad national consortium) than originally envisaged (the final cluster involved a collaboration of Twente with two other centres). In general, an institutional entrepreneur attempts to create momentum, and when this is achieved, he has to follow rather than lead it.INSTITUTIONAL ENTREPRENEUR; DEINSTITUTIONALISATION; CLUSTER; LOCATION; EMERGING TECHNOLOGIES; PROMISE; NANOTECHNOLOGY

Business Models and Modelling

International audienceThe business model topic has generated a lot of discussion since the phrase first gained currency in academic articles the late 1990s (Zott, Amit & Massa, 2011). This growing attention culminated in the 2010 Long Range Planning Special Issue that brought the field’s leading scholars together to answer questions about what the business model was and what was its purpose. A key point that emerged was that a business model is more than a statement of how “value is created and captured”; it is a ‘model’ - and, like many other kinds of models - can appear in many guises and serve many purposes. These include being a ‘manipulable device’ that can be used to help academics or managers understand the linkages between value creation and value capture more clearly; as well as being an artefact that can be used to convey knowledge about a business and its status to others (see for instance, Morgan and Morrison, 1999; Teece, 2010, Baden-Fuller & Morgan, 2010)

Project management : learning by breaking the rules

The paper explores project management in action in a large public research organisation – NLAT which decided to change its internal organisation from team-based to project-based organisation a few years ago. A systematic and comparative analysis of 8 projects reveals that adherence to the ISO 9000’s standardized rules of project management - specific staffing and project leaders, definition of milestones ex ante, procedure manuals, and formalized learning accumulation mechanisms - had little to do with the organisations success over recent years: Looking for explanations for this success, the paper focuses on the process of transferring from one project to another, enhancing organisational learning through rules breaking. We identify three elements which encourage the accumulation of knowledge and competencies, as organisational learning: low project core staffing levels which stimulates the circulation of engineers and researchers between projects and blurs project boundaries, implementing and managing thematic projects which build on specific competencies developed in dedicated projects and encouraging ‘bricolage’ to hybridise project management with traditional hierarchical management practices.PROJECT MANAGEMENT;R&D;HIGH TECH;MANAGEMENT PRACTICES

Reputational spillovers: evidence from French architecture

While the notion of reputation has attracted much scholarly interest, few studies have addressed the strategic issue of reputational multiplicity and managing the interactions among different types of reputations. We suggest that an organization can have several stakeholder-specific reputations—peer, market, and expert—and that reputational spillover effects (the continued influence of one reputation on another) matter at the organizational level. We test reputational spillovers on 42 French architecture companies over a period of 30 years. Our results show that over time, the three reputations interact with each other, generating positive spillovers, with the exception of market and expert reputations. We contribute by explaining how interconnected organizational reputations among different stakeholders can interact over time, how companies can strategically manage reputational spillovers, and how such spillovers influence organizations in creative and professional industries

Diversification and hybridization in firm knowledge bases in nanotechnologies

The paper investigates the linkages between the characteristics of technologies and the structure of a firms' knowledge base. Nanotechnologies have been defined as converging technologies that operate at the nanoscale, and which require integration to fulfill their economic promises. Based on a worldwide database of nanofirms, the paper analyses the degree of convergence and the convergence mechanisms within firms. It argues that the degree of convergence in a firm's nano-knowledge base is relatively independent from the size of the firm's nano-knowledge base. However, while firms with small nano-knowledge bases tend to exploit convergence in each of their patents/publications, firms with large nano-knowledge bases tend to separate their nano-R&D activities in the different established fields and achieve diversity through the juxtaposition of the output of these independent activitie

From outsider to insider: how creative professional service firms internationalise

yesPurpose – The management of reputation and status is central to creative professional service firms (CPSFs) rendering the internationalisation process a particular challenge. We build on arguments that internationalisation requires moving from outsidership to insidership within client networks and focus on how CPSFs build signals about quality to start this process. Design/methodology/approach – The exploration draws from the international business, professional services and organizational status bodies of literature. A multiple case study design is developed comprising ten Irish architecture firms. In-depth semi-structured interviews were conducted. Findings - The findings clarify how relationships start in the internationalisation process through signal building. This allows firms to join client networks moving from outsidership to insidership. Our findings systemise three different approaches for CPSFs: from outsidership to insidership within a local market network, within a global industry network and within a global project network. Research Limitations/Implications – Research within other sectoral and geographical contexts could support transferability of the findings. Practical implications – The study has implications for CPSF’s international business strategies as it identifies multiple paths to gaining network insidership and the tactics employed to achieve this