Capacidades y mujer emprendedora

Este artículo muestra la incorporación de la mujer a la formación de capital humano, su situación laboral y su situación como directiva en España, y propone un conjunto de teorías o enfoques que contribuyen al examen de la situación de la mujer. Por otra parte examina la literatura de referencia sobre los aspectos políticos y de concepción de la mujer en los países capitalistas, así como sus condiciones laborales en relación con la equidad (dimensión ética y moral) y la productividad (dimensión económica). Distinguir ambas dimensiones clarifica las políticas públicas y de empresa que conviene [email protected]; [email protected]

Talent Goes Social: Online Corporate Networking and Business Performance

[EN] This study examines the effect of online social talent on business performance. The paper uses data from a selected sample of 296 companies from the S&P 500 list with active corporate profiles on LinkedIn. The empirical design consists of non-linear techniques to test the hypothesis that financial performance (i.e., revenue) and online social talent (i.e., employee online profile and skills) have a positive and non-linear relationship. The findings show that internal online social talent measured by employees' online profiles, and their skills are positively associated with companies' financial performance. The study provides insights into talent management in the digital age and elucidates the role of online corporate social networking in business performance.This research was funded by MICINN (Spanish Government), grant number RTI2018-100899-B-I00 and Generalitat Valenciana, grant number GV/2020/012.Paniagua, J.; Peris-Ortiz, M.; Korzynski, P. (2020). Talent Goes Social: Online Corporate Networking and Business Performance. Sustainability. 12(20):1-13. https://doi.org/10.3390/su12208660S1131220Worldwide Digital Population as of JULY 2020https://www.statista.com/statistics/617136/digital-population-worldwide/Korzynski, P., Rook, C., Florent Treacy, E., & Kets de Vries, M. (2020). The impact of self-esteem, conscientiousness and pseudo-personality on technostress. Internet Research, 31(1), 59-79. doi:10.1108/intr-03-2020-0141DiPrete, T. A. (1987). Horizontal and Vertical Mobility in Organizations. Administrative Science Quarterly, 32(3), 422. doi:10.2307/2392913Stewman, S., & Konda, S. L. (1983). Careers and Organizational Labor Markets: Demographic Models of Organizational Behavior. American Journal of Sociology, 88(4), 637-685. doi:10.1086/227728Korzynski, P. (2014). How does online social networking help leaders communicate? evidence from the Fortune 500. 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The Impact of CSR Practices on Organizational Attractiveness: HRM Implications. Academy of Management Proceedings, 2013(1), 14342. doi:10.5465/ambpp.2013.14342abstractKnudsen, E. S., & Lien, L. B. (2013). Investments in Recessions. Academy of Management Proceedings, 2013(1), 17057. doi:10.5465/ambpp.2013.17057abstractTarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122-133. doi:10.1016/j.jwb.2009.09.019Cappelli, P., Singh, H., Singh, J., & Useem, M. (2010). The India Way: Lessons for the U.S. Academy of Management Perspectives, 24(2), 6-24. doi:10.5465/amp.24.2.6CHOI, H., & VARIAN, H. (2012). Predicting the Present with Google Trends. Economic Record, 88, 2-9. doi:10.1111/j.1475-4932.2012.00809.xEttredge, M., Gerdes, J., & Karuga, G. (2005). Using web-based search data to predict macroeconomic statistics. Communications of the ACM, 48(11), 87-92. doi:10.1145/1096000.1096010Paniagua, J., & Sapena, J. (2014). Business performance and social media: Love or hate? Business Horizons, 57(6), 719-728. doi:10.1016/j.bushor.2014.07.005Korzynski, P., & Paniagua, J. (2016). Score a tweet and post a goal: Social media recipes for sports stars. Business Horizons, 59(2), 185-192. doi:10.1016/j.bushor.2015.11.002Korzynski, P., Paniagua, J., & Rodriguez-Montemayor, E. (2019). Employee creativity in a digital era: the mediating role of social media. Management Decision, 58(6), 1100-1117. doi:10.1108/md-05-2018-0586Paniagua, Rivelles, & Sapena. (2019). Social Determinants of Success: Social Media, Corporate Governance and Revenue. Sustainability, 11(19), 5164. doi:10.3390/su11195164Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and future research directions. Journal of World Business, 49(2), 173-179. doi:10.1016/j.jwb.2013.11.001Collings, D. G., & Mellahi, K. (2013). Commentary on: «Talent—innate or acquired? Theoretical considerations and their implications for talent management». Human Resource Management Review, 23(4), 322-325. doi:10.1016/j.hrmr.2013.08.003Kehinde, J. (2012). Talent Management: Effect on Organization Performances. Journal of Management Research, 4(2). doi:10.5296/jmr.v4i2.937Vaiman, V., & Collings, D. G. (2013). Talent management: advancing the field. The International Journal of Human Resource Management, 24(9), 1737-1743. doi:10.1080/09585192.2013.777544Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313. doi:10.1016/j.hrmr.2009.04.001Korzynski, P., Mazurek, G., & Haenlein, M. (2020). Leveraging employees as spokespeople in your HR strategy: How company-related employee posts on social media can help firms to attract new talent. European Management Journal, 38(1), 204-212. doi:10.1016/j.emj.2019.08.003Kietzmann, J. 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Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM. Journal of Business Research, 67(6), 1201-1208. doi:10.1016/j.jbusres.2013.05.002De Vries, L., Gensler, S., & Leeflang, P. S. H. (2012). Popularity of Brand Posts on Brand Fan Pages: An Investigation of the Effects of Social Media Marketing. Journal of Interactive Marketing, 26(2), 83-91. doi:10.1016/j.intmar.2012.01.003Follower Numbers on Twitter Do Matter (Just Not In The Way That You Think)http://www.mediabistro.com/alltwitter/followers_b25105Paniagua, J., Korzynski, P., & Mas-Tur, A. (2017). Crossing borders with social media: Online social networks and FDI. European Management Journal, 35(3), 314-326. doi:10.1016/j.emj.2016.09.002Prpić, J., Shukla, P. P., Kietzmann, J. H., & McCarthy, I. P. (2015). How to work a crowd: Developing crowd capital through crowdsourcing. Business Horizons, 58(1), 77-85. doi:10.1016/j.bushor.2014.09.005Ahuja, G. (2000). 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Open innovation: past, present and future trends

[EN] Purpose The purpose of this paper is to provide interested parties with the means of grasping how the literature on open innovation has evolved over the course of time. In this way, the authors furthermore contribute towards a better understanding, scaling and positioning of this field of research. Design/methodology/approach This study applies a combination of bibliometric techniques, such as citations, co-citations and social network analysis in order to map the scientific domain of open innovation. Currently, bibliometric analysis represents a methodology in effect on a global scale to evaluate the existing state of fields of research (Mutschke et al., 2011). This spans the application of quantitative and statistical analysis to publications such as articles and their respective citations and serving to evaluate the performance of research through returning data on all of the activities ongoing in a scientific field with summaries of these data generating a broad perspective on the research activities and impacts, especially as regards the researchers, journals, countries and universities (Hawkins, 1977; Osareh, 1996; Thomsom Reuters, 2008). Findings This research aims to map and analyse the intellectual knowledge held on open innovation. To this end, the authors carried out a bibliometric study with recourse to co-citations. Based on cluster and factorial analyses, it is possible identify and classify the several theoretical perspectives on open innovation across six areas: open innovation concept, open innovation and networks, open innovation and knowledge, open Innovation, and innovation spillovers, open innovation management and open innovation and technology.JoAo J. Ferreira and Cristina I. Fernandes acknowledge the financial support from NECE - Research Unit in Business Sciences funded by the Multiannual Funding Programme of R&D Centres of FCT - Fundacao para a Ciencia e a Tecnologia (Project UID/GES/04630/2013).Fernandes, C.; Ferreira, J.; Peris-Ortiz, M. (2019). Open innovation: past, present and future trends. Journal of Organizational Change Management. 32(5):578-602. https://doi.org/10.1108/JOCM-09-2018-0257S578602325Ahn, J. M., Minshall, T., & Mortara, L. (2017). Understanding the human side of openness: the fit between open innovation modes and CEO characteristics. R&D Management, 47(5), 727-740. doi:10.1111/radm.12264Alexy, O., George, G., & Salter, A. J. (2013). Cui Bono? The Selective Revealing of Knowledge and Its Implications for Innovative Activity. Academy of Management Review, 38(2), 270-291. doi:10.5465/amr.2011.0193Baldwin, C., & von Hippel, E. (2011). Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation. Organization Science, 22(6), 1399-1417. doi:10.1287/orsc.1100.0618Ballell, L., Bates, R. H., Young, R. J., Alvarez-Gomez, D., Alvarez-Ruiz, E., Barroso, V., … Cammack, N. (2013). Fueling Open-Source Drug Discovery: 177 Small-Molecule Leads against Tuberculosis. ChemMedChem, 8(2), 313-321. doi:10.1002/cmdc.201200428Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. doi:10.1177/014920639101700108Belussi, F., Sammarra, A., & Sedita, S. R. (2010). Learning at the boundaries in an «Open Regional Innovation System»: A focus on firms’ innovation strategies in the Emilia Romagna life science industry. Research Policy, 39(6), 710-721. doi:10.1016/j.respol.2010.01.014Berchicci, L. (2013). Towards an open R&D system: Internal R&D investment, external knowledge acquisition and innovative performance. Research Policy, 42(1), 117-127. doi:10.1016/j.respol.2012.04.017Berkhout, G., Hartmann, D., & Trott, P. (2010). Connecting technological capabilities with market needs using a cyclic innovation model. R&D Management, 40(5), 474-490. doi:10.1111/j.1467-9310.2010.00618.xBerthon, P., Ewing, M. T., & Napoli, J. (2008). Brand Management in Small to Medium-Sized Enterprises*. Journal of Small Business Management, 46(1), 27-45. doi:10.1111/j.1540-627x.2007.00229.xBianchi, M., Campodall’Orto, S., Frattini, F., & Vercesi, P. (2010). Enabling open innovation in small- and medium-sized enterprises: how to find alternative applications for your technologies. R&D Management, 40(4), 414-431. doi:10.1111/j.1467-9310.2010.00613.xChen, J., Chen, Y., & Vanhaverbeke, W. (2011). The influence of scope, depth, and orientation of external technology sources on the innovative performance of Chinese firms. Technovation, 31(8), 362-373. doi:10.1016/j.technovation.2011.03.002Cheng, C.-F., Lai, M.-K., & Wu, W.-Y. (2010). Exploring the impact of innovation strategy on R&D employees’ job satisfaction: A mathematical model and empirical research. Technovation, 30(7-8), 459-470. doi:10.1016/j.technovation.2010.03.006Chesbrough, H. and Bogers, M. (2014), “Explicating open innovation: clarifying an emerging paradigm for understanding innovation”, in Chesbrough, H., Vanhaverbeke, W. and West, J. (Eds), New Frontiers in Open Innovation, Oxford University Press, Oxford, pp. 3-28.Chesbrough, H. (2012). Open Innovation: Where We’ve Been and Where We’re Going. Research-Technology Management, 55(4), 20-27. doi:10.5437/08956308x5504085Chesbrough, H. W., & Appleyard, M. M. (2007). Open Innovation and Strategy. California Management Review, 50(1), 57-76. doi:10.2307/41166416Chiaroni, D., Chiesa, V., & Frattini, F. (2011). The Open Innovation Journey: How firms dynamically implement the emerging innovation management paradigm. Technovation, 31(1), 34-43. doi:10.1016/j.technovation.2009.08.007Christensen, J. F., Olesen, M. H., & Kjær, J. S. (2005). The industrial dynamics of Open Innovation—Evidence from the transformation of consumer electronics. Research Policy, 34(10), 1533-1549. doi:10.1016/j.respol.2005.07.002Cooke, P. (2005). Regionally asymmetric knowledge capabilities and open innovation. Research Policy, 34(8), 1128-1149. doi:10.1016/j.respol.2004.12.005Cooper, R. G. (2008). Perspective: The Stage-Gate®Idea-to-Launch Process—Update, What’s New, and NexGen Systems. 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Journal of Management Information Systems, 26(1), 197-224. doi:10.2753/mis0742-1222260108Lemon, M., & Sahota, P. S. (2004). Organizational culture as a knowledge repository for increased innovative capacity. Technovation, 24(6), 483-498. doi:10.1016/s0166-4972(02)00102-5Li, Y.-R. (2009). The technological roadmap of Cisco’s business ecosystem. Technovation, 29(5), 379-386. doi:10.1016/j.technovation.2009.01.007Lichtenthaler, U. (2007). The Drivers of Technology Licensing: An Industry Comparison. California Management Review, 49(4), 67-89. doi:10.2307/41166406Lichtenthaler, U. (2008). Open Innovation in Practice: An Analysis of Strategic Approaches to Technology Transactions. IEEE Transactions on Engineering Management, 55(1), 148-157. doi:10.1109/tem.2007.912932Lichtenthaler, U. (2009). Outbound open innovation and its effect on firm performance: examining environmental influences. R&D Management, 39(4), 317-330. doi:10.1111/j.1467-9310.2009.00561.xLichtenthaler, U., & Ernst, H. (2006). Attitudes to externally organising knowledge management tasks: a review, reconsideration and extension of the NIH syndrome. R and D Management, 36(4), 367-386. doi:10.1111/j.1467-9310.2006.00443.xLichtenthaler, U., & Ernst, H. (2007). External technology commercialization in large firms: results of a quantitative benchmarking study. R&D Management, 37(5), 383-397. doi:10.1111/j.1467-9310.2007.00487.xLichtenthaler, U., & Ernst, H. (2009). Opening up the innovation process: the role of technology aggressiveness. R&D Management, 39(1), 38-54. doi:10.1111/j.1467-9310.2008.00522.xLichtenthaler, U., & Lichtenthaler, E. (2009). A Capability-Based Framework for Open Innovation: Complementing Absorptive Capacity. Journal of Management Studies, 46(8), 1315-1338. doi:10.1111/j.1467-6486.2009.00854.xLove, J. H., Roper, S., & Bryson, J. R. (2011). Openness, knowledge, innovation and growth in UK business services. 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Toolkits for idea competitions: a novel method to integrate users in new product development. R and D Management, 36(3), 307-318. doi:10.1111/j.1467-9310.2006.00432.xRampersad, G., Quester, P., & Troshani, I. (2010). Managing innovation networks: Exploratory evidence from ICT, biotechnology and nanotechnology networks. Industrial Marketing Management, 39(5), 793-805. doi:10.1016/j.indmarman.2009.07.002Roberts, P. W., & Amit, R. (2003). The Dynamics of Innovative Activity and Competitive Advantage: The Case of Australian Retail Banking, 1981 to 1995. Organization Science, 14(2), 107-122. doi:10.1287/orsc.14.2.107.14990Rohrbeck, R., Hölzle, K., & Gemünden, H. G. (2009). Opening up for competitive advantage - How Deutsche Telekom creates an open innovation ecosystem. R&D Management, 39(4), 420-430. doi:10.1111/j.1467-9310.2009.00568.xRost, K. (2011). The strength of strong ties in the creation of innovation. 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Building absorptive capacity to organise inbound open innovation in traditional industries. Technovation, 30(2), 130-141. doi:10.1016/j.technovation.2009.08.004Spithoven, A., Vanhaverbeke, W., & Roijakkers, N. (2012). Open innovation practices in SMEs and large enterprises. Small Business Economics, 41(3), 537-562. doi:10.1007/s11187-012-9453-9Stang, P. E., Ryan, P. B., Racoosin, J. A., Overhage, J. M., Hartzema, A. G., Reich, C., … Woodcock, J. (2010). Advancing the Science for Active Surveillance: Rationale and Design for the Observational Medical Outcomes Partnership. Annals of Internal Medicine, 153(9), 600. doi:10.7326/0003-4819-153-9-201011020-00010Terwiesch, C., & Xu, Y. (2008). Innovation Contests, Open Innovation, and Multiagent Problem Solving. 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The effect of managing different types of work on open innovation: A micro-organizational perspective

[EN] Purpose The purpose of this paper is to analyze the different types of work and to examine how they are related with open innovation, either by carrying out relationships with companies or external agents, or through the outsourcing of qualified and creative work. Design/methodology/approach After the theoretical analysis of the different types of work, the empirical study uses qualitative comparative analysis (QCA) to analyze the different variables and their relations which favor open innovation. Findings The combination of the variables in the QCA makes it possible to obtain three paths among the characteristics of the qualified work and open innovation, with a positive empirical result. The general conclusion is that the motivation level of the qualified work is relevant for open innovation. Originality/value The originality and value of this paper consist in relating the internal efficiency in the work management with the effectiveness and success of open innovation.Peris-Ortiz, M.; Rueda Armengot, C.; Estelles Miguel, S. (2020). The effect of managing different types of work on open innovation: A micro-organizational perspective. Journal of Organizational Change Management. 33(1):1-15. https://doi.org/10.1108/JOCM-09-2018-0264S115331Andersen, T. J. (2000). Strategic planning, autonomous actions and corporate performance. Long Range Planning, 33(2), 184-200. doi:10.1016/s0024-6301(00)00028-5Andersen, T. J. (2004). Integrating the Strategy Formation Process: European Management Journal, 22(3), 263-272. doi:10.1016/j.emj.2004.04.008Andersen, T. J. (2004). Integrating Decentralized Strategy Making and Strategic Planning Processes in Dynamic Environments. Journal of Management Studies, 41(8), 1271-1299. doi:10.1111/j.1467-6486.2004.00475.xBecker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management, 32(6), 898-925. doi:10.1177/0149206306293668Brettel, M., Heinemann, F., Engelen, A., & Neubauer, S. (2011). Cross-Functional Integration of R&D, Marketing, and Manufacturing in Radical and Incremental Product Innovations and Its Effects on Project Effectiveness and Efficiency. Journal of Product Innovation Management, 28(2), 251-269. doi:10.1111/j.1540-5885.2011.00795.xBrews, P. J., & Hunt, M. R. (1999). Learning to plan and planning to learn: resolving the planning school/learning school debate. Strategic Management Journal, 20(10), 889-913. doi:10.1002/(sici)1097-0266(199910)20:103.0.co;2-fCarroll, N., & Helfert, M. (2015). Service capabilities within open innovation. Journal of Enterprise Information Management, 28(2), 275-303. doi:10.1108/jeim-10-2013-0078Cheng, C. C. J., & Huizingh, E. K. R. E. (2014). When Is Open Innovation Beneficial? The Role of Strategic Orientation. 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¿Es posible medir el emprendimiento social en las empresas?

[EN] This study defines and proposes a measurement scale for social entrepreneurship (SE) in its broadest sense. The broad definition of SE covers for-profit firms that use social aims as a core component of their strategy. By pursuing social aims, these firms can boost the value of their products or services for consumers or exploit new business areas. Under this broad definition of SE, profit-seeking and the pursuit of social aims converge, thereby revealing a form of SE that has received little attention in either theoretical or empirical research. To fill this research gap, the present study proposes a measurement scale to measure broad SE in firms. The process used to build the scale draws upon research by Churchill (1979) and DeVellis (1991) and combines the Delphi technique, a pre-test questionnaire and structural equation modelling. The main aim of this research is to develop a scale capable of measuring broad SE in firms. The theoretical basis for the scale is supported by an empirical study in the hotel sector. The scale provides a valid, reliable instrument for measuring broad SE in firms. The scale meets all sociometric properties required of measurement scales in the social sciences, namely dimensionality, reliability and validity[ES] Este trabajo define el emprendimiento social (SE) en su dimensión más amplia y propone una escala de medición para el mismo. En lo que se refiere a la dimensión más amplia del SE, esta forma de emprendimiento se refiere a empresas for-profit que incluyen objetivos de carácter social como una parte central de su estrategia, ya que estos objetivos incrementan el valor de sus productos o servicios para los consumidores, o abren nuevas áreas de negocio. De este modo se produce una convergencia entre la búsqueda del beneficio y el cumplimiento de objetivos sociales, poniendo de manifiesto un forma de SE que no ha sido suficientemente definida en la teoría ni investigada en el nivel empírico. De ahí la propuesta de una escala de medición, que constituye el núcleo central de este artículo. En la construcción de la escala, se ha seguido un proceso basado en Churchill (1979) y DeVellis (1991), complementado con la técnica Delphi, un cuestionario pre-test y los modelos de ecuaciones estructurales. El objetivo principal es el desarrollo de una escala que mide el emprendimiento social en la empresa. Dicha metodología se apoya en un estudio empírico realizado en el sector de la hostelería. A través del estudio se obtuvo un instrumento válido y fiable para medir el emprendimiento social en las empresas, que satisface todas las propiedades sociométricas exigibles en las escalas de medición en las ciencias sociales: dimensionalidad, fiabilidad y validez.The authors gratefully acknowledge financial support from the Universitat Politecnica de Valencia through the project Paid-06-12 (Sp 20120792).Peris-Ortiz, M.; Rueda Armengot, C.; Palacios Marqués, D. (2016). Is it possible to measure social entrepreneurship in firms?. Cuadernos de Gestión. 16(2):15-28. https://doi.org/10.5295/cdg.140469mpS152816

The Value of Cluster Association for Digital Marketing in Tourism Regional Development

[EN] This paper analyses the advantages of membership in a cluster in the effective use of digital marketing tools and in a general way, in the performance, especially for the small and medium firms in underdeveloped regions. For this purpose, a case method research was conducted in the tourism sector, specifically in the hotels in the La Guajira Department, Colombia, where there is a regional tourism cluster. The tourism sector especially depends on digital marketing and the proper use of available digital marketing tools play an essential role in the performance. To conduct the study, 40 hotels in La Guajira were analyzed, whether or not they were members in the cluster. The obtained data were assessed by means of fuzzy set Qualitative Comparative Analysis to check the hypotheses. The results reveal the most effective combinations of digital marketing tools and the activities in which especially small and medium firms must engage in the cluster to obtain better results.Tarazona-Montoya, R.; Peris-Ortiz, M.; Devece Carañana, CA. (2020). The Value of Cluster Association for Digital Marketing in Tourism Regional Development. Sustainability. 12(23):1-18. https://doi.org/10.3390/su12239887S1181223Furukawa, Y., Kondoh, K., & Yabuuchi, S. (2019). Tourism, Capital and Labor Inflows and Regional Development. International Advances in Economic Research, 25(2), 221-233. doi:10.1007/s11294-019-09733-8Kim, K., Park, O., Yun, S., & Yun, H. (2017). What makes tourists feel negatively about tourism destinations? Application of hybrid text mining methodology to smart destination management. Technological Forecasting and Social Change, 123, 362-369. doi:10.1016/j.techfore.2017.01.001Jackson, J., & Murphy, P. (2006). Clusters in regional tourism An Australian case. Annals of Tourism Research, 33(4), 1018-1035. doi:10.1016/j.annals.2006.04.005Mathew, V., & Soliman, M. (2020). Does digital content marketing affect tourism consumer behavior? An extension of t echnology acceptance model. Journal of Consumer Behaviour, 20(1), 61-75. doi:10.1002/cb.1854Bassano, C., Barile, S., Piciocchi, P., Spohrer, J. C., Iandolo, F., & Fisk, R. (2019). Storytelling about places: Tourism marketing in the digital age. Cities, 87, 10-20. doi:10.1016/j.cities.2018.12.025Lee, Y.-J. A., Jang, S., & Kim, J. (2020). Tourism clusters and peer-to-peer accommodation. Annals of Tourism Research, 83, 102960. doi:10.1016/j.annals.2020.102960Alford, P., & Jones, R. (2020). The lone digital tourism entrepreneur: Knowledge acquisition and collaborative transfer. Tourism Management, 81, 104139. doi:10.1016/j.tourman.2020.104139Key Findings from U.S. Digital Marketing Spending Surveyhttps://www.gartner.com/en/documents/2360615/key-findings-from-u-s-digital-marketing-spending-survey-Metasearch Growth Reflects Travelers’ Appetite for Informationhttps://www.emarketer.com/Article/Metasearch-Growth-Reflects-Travelers-Appetite-Information/1009853Speldekamp, D., Knoben, J., & Saka-Helmhout, A. (2020). Clusters and firm-level innovation: A configurational analysis of agglomeration, network and institutional advantages in European aerospace. Research Policy, 49(3), 103921. doi:10.1016/j.respol.2020.103921Koka, B. R., & Prescott, J. E. (2002). Strategic alliances as social capital: a multidimensional view. Strategic Management Journal, 23(9), 795-816. doi:10.1002/smj.252Chan, L.-Y., Lin, H.-L., & Wang, C.-L. (2012). Industry-region Position and Economic Performance of Travel and Tourism Service Industry: An Agglomeration Perspective. 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