Academic Entrepreneurs: Organizational Change at the Individual Level

Published Online:https://doi.org/10.1287/orsc.1070.0295

References

  • Agrawal A., Henderson R. Putting patents in context: Exploring knowledge transfer from MIT. Management Sci. (2002) 48(1):44–70LinkGoogle Scholar
  • Aldrich H. E.Organizations Evolving (1999) (Sage Publications, London, UK) Google Scholar
  • Alvesson M., Willmott H. C. On the idea of emancipation in management and organizational studies. Acad. Management Rev. (1992) 17(3):432–464CrossrefGoogle Scholar
  • AUTMThe AUTM Licensing Survey: FY 2002 (2003) (Association of University Technology Managers, Northbrook, IL) Google Scholar
  • Balogun J., Johnson G. From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organ. Stud. (2005) 26(11):1573–1601CrossrefGoogle Scholar
  • Bandura A.Social Learning Theory (1977) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Bandura A.Social Foundations of Thought and Action: A Social Cognitive Theory (1986) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Bercovitz J., Feldman M., Malerba F., Brusoni S. Academic entrepreneurs and technology transfer: Who participates and why? Perspectives on Innovation (2007) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Biglaiser G.Guardians of the Nation? Economists, Generals, and Economic Reform in Latin America (2002) (University of Notre Dame Press, Notre Dame, IN) Google Scholar
  • Biglaiser G., Brown D. What's the big idea? An ideational explanation for tariff reform in Latin America, 1981–1995. Annual Meeting of American Political Science Association (2003) Philadelphia, PAGoogle Scholar
  • Bikhchandani S., Hirshleifer D., Welch I. A theory of fads, fashions, custom, and cultural change as informational cascades. J. Political Econom. (1992) 100:992–1026CrossrefGoogle Scholar
  • Blumenthal D., Campbell E. G., Causino N., Louis K. S. Participation of life science faculty in research relationships with industry. New England J. Medicine (1996) 335(23):1734–1739CrossrefGoogle Scholar
  • Calori R., Lubatkin M., Very P., Veiga J. Modelling the origins of nationally-bound administrative heritages: A historical institutional analysis of French and British firms. Organ. Sci. (1997) 18(6):681–696LinkGoogle Scholar
  • Cartwright D. Contemporary social psychology in historical perspective. Soc. Psych. Quart. (1979) 42:82–93CrossrefGoogle Scholar
  • Chattopadhyay P., Glick W. H., Miller C., Huber G. P. Determinants of executive beliefs: Comparing functional conditioning and social influence. Strategic Management J. (1999) 20(8):763–789CrossrefGoogle Scholar
  • Christensen C. M., Bowers J. L. Customer power, strategic investment and the failure of leading firms. Strategic Management J. (1996) 17:197–219CrossrefGoogle Scholar
  • Chwieroth J. Neoliberal norms and capital account liberalization in emerging markets: The role of domestic-level knowledge-based experts. (2003) (American Political Science Association, Philadelphia, PA) Google Scholar
  • Colyvas J., Crow M., Gelijins A., Mazzoleni R., Nelson R. R., Rosenberg N., Sampat B. How do university inventions get into practice? Management Sci. (2002) 48(1):61–72LinkGoogle Scholar
  • Dacin M. T., Goodstein J., Scott W. R. Institutional theory and institutional change: Introduction to the special research forum. Acad. Management J. (2002) 45(1):45–57CrossrefGoogle Scholar
  • Deutsch M., Gerard H. B. A study of normative and informational social influences upon individual judgement. J. Abnormal Soc. Psych. (1955) 51:629–636CrossrefGoogle Scholar
  • DiMaggio P., Powell W. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. Amer. Sociol. Rev. (1983) 48(2):147–160CrossrefGoogle Scholar
  • Duflo E., Saez E. Participation and investment decisions in a retirement plan: The influence of colleagues choices. (2000) . Working Paper 00-07 MIT Department of Economics, Cambridge, MACrossrefGoogle Scholar
  • Edelman L. Legal environments and organizational governance: The expansion of due process in the American workplace. Amer. J. Sociol. (1990) 95:1401–1440CrossrefGoogle Scholar
  • Edelman L. Legal ambiguity and symbolic structures: Organizational mediation of civil rights law. Amer. J. Sociol. (1992) 97:1531–1577CrossrefGoogle Scholar
  • Ellison G., Fudenberg D. Rules of thumb for social learning. J. Political Econom. (1993) 101(4):612–643CrossrefGoogle Scholar
  • Etzkowitz H. Entrepreneurial scientists and entrepreneurial universities in American academic science. Minerva (1983) 21:1–21Google Scholar
  • Feldman M. P., Desrochers P. Truth for its own sake: Academic culture and technology transfer at the Johns Hopkins University. Minerva (2004) 42(2):105–126CrossrefGoogle Scholar
  • Feldman M. P., Feller I., Bercovitz J. E. L., Burton R. M. Equity and the technology transfer strategies of American research universities. Management Sci. (2002) 48(1):105–121LinkGoogle Scholar
  • Festinger L.A Theory of Cognitive Dissonance (1957) (Stanford University Press, Stanford, CA) CrossrefGoogle Scholar
  • Festinger L., Schachter S., Black K.Social Pressures in Informal Groups: A Study of Human Factors in Housing (1950) (Stanford University Press, Stanford, CA) CrossrefGoogle Scholar
  • Finnemore M., Sikkink K. International norm dynamics and political change. Internat. Organ. (1998) 52(4):887–918CrossrefGoogle Scholar
  • Frank R., Gilovich T., Regan D. Does studying economics inhibit cooperation? J. Econom. Perspectives (1993) 7(2):159–171CrossrefGoogle Scholar
  • Gephart R. P. The textual approach: Risk and blame in diasters sensemaking. Acad. Management J. (1993) 18:583–622Google Scholar
  • Greenwood R., Hinings C. R. Understanding strategic change: The contribution of archetypes. Acad. Management J. (1993) 36(5):1052–1081CrossrefGoogle Scholar
  • Greenwood R., Hinings C. R. Understanding radical organizational change: Bringing together the old and the new institutionalism. Acad. Management J. (1996) 21(4):1022–1054Google Scholar
  • Greenwood R., Hinings C. R., Clegg S., Hardy C., Lawrence T., Nords W. R. Radical organizational change. The Sage Handbook of Organizational Studies (2006) (Sage Publications Ltd., London, UK) 814–842CrossrefGoogle Scholar
  • Haas P. Introduction: Epistemic communities and international policy coordination. Internat. Organ. (1992) 46(1):1–35CrossrefGoogle Scholar
  • Hannan M., Freeman J. Structural inertia and organizational change. Amer. Sociol. Rev. (1984) 48:149–164CrossrefGoogle Scholar
  • House R. J., Hunt J. G., Larson L. L. A 1976 Theory of charismatic leadership. Leadership: The Cutting Edge (1977) (Southern Illinois University Press, Carbondale, IL) Google Scholar
  • Jensen R. A., Thursby J. G., Thursby M. C. The disclosure and licensing of university inventions: Doing the best we can with the S**t we get to work with. Internat. J. Indust. Organ. (2003) 21(9):1271–1300CrossrefGoogle Scholar
  • Kenney M., Goe W. R. The role of social embeddedness in professional entrepreneurship: A comparison of electrical engineering and computer science at UC Berkeley and Stanford. Res. Policy (2004) 33(5):691CrossrefGoogle Scholar
  • Kotter J. Transforming organizations. Executive Excellence (1996) 13(9):13Google Scholar
  • Kraatz S., Moore J. Executive migration and institutional change. Acad. Management J. (2002) 45(1):120–143CrossrefGoogle Scholar
  • Krimsky S.Science in the Private Interest (2003) (Rowman & Littlefield Publishers, Lanham, MD) Google Scholar
  • Lach S., Schankerman M. Incentives and invention in universities. (2003) . NBER Working Paper 9727, Cambridge, MACrossrefGoogle Scholar
  • Leonard-Barton D. Core capabilities and core rigidities. Strategic Management J. (1992) Summer):111–125CrossrefGoogle Scholar
  • Levin S. G., Stephan P. E. Research productivity over the life cycle: Evidence for academic scientists. Amer. Econom. Rev. (1991) 81(1):114–132Google Scholar
  • Locke R., Joynt P., Warner M. The relationship between higher educational management cultures in Britain and West Germany: A comparative analysis of higher education from a historical perspective. Managing in Different Cultures (1985) (Page Bros. Ltd., Norwich, UK) 96–127Google Scholar
  • Louis K. S., Blumenthal D., Gluck M., Stoto M. Entrepreneurs in academe: An exploration of behaviors among life scientists. Admin. Sci. Quart. (1989) 34:110–131CrossrefGoogle Scholar
  • Lowe R. A., Ziedonis A. Overoptimism and the performance of entrepreneurial firms. Management Sci. (2006) 52(2):173–186LinkGoogle Scholar
  • Maddala G. S.Limited-Dependent and Qualitative Variables in Econometrics (1983) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Manski C. F. Economic analysis of social interactions. J. Econom. Perspectives (2000) 14(3):115–136CrossrefGoogle Scholar
  • Meyer J. W., Rowan B. Institutionalized organizations: Formal structure as myth and ceremony. Amer. J. Sociology (1977) 83(2):340–363CrossrefGoogle Scholar
  • Mowery D. C., Ziedonis A. Academic patent quality and quantity before and after the Bayh-Dole Act in the United States. Res. Policy (2002) 31(3):399–418CrossrefGoogle Scholar
  • Mowery D., Nelson R., Sampat B., Ziedonis A., Branscomb L., Kodama F., Florida R. The effects of the Bayh-Dole Act on U.S. university research and technology transfer in industrializing knowledge. (1999) (MIT Press, Cambridge, MA) 269–306Google Scholar
  • Murray F. The role of academic inventors in entrepreneurial firms: Sharing laboratory life. Res. Policy (2004) 33(4):643–659CrossrefGoogle Scholar
  • Nelson R. Observations on the post-Bayh-Dole rise of patenting at American Universities. J. Tech. Transfer (2001) 26(1–2):13–19CrossrefGoogle Scholar
  • Nelson R., Winter S.An Evolutionary Theory of Economic Change (1982) (Harvard University Press, Cambridge, MA) Google Scholar
  • O'Reilly C., Chatman J. Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. J. Appl. Psych. (1986) 71(3):492–499CrossrefGoogle Scholar
  • O'Reilly C., Chatman J., Caldwell D. F. People and organizational culture: A profile comparison approach to assessing perosn-organization fit. Acad. Management J. (1991) 34(3):487–516CrossrefGoogle Scholar
  • Owen-Smith J., Powell W. W. To patent or not: Faculty decisions and institutional success at technology transfer. J. Tech. Transfer (2001a) 26:99–114CrossrefGoogle Scholar
  • Owen-Smith J., Powell W. W., Vallas S. Careers and contradictions: Faculty responses to the transformation of the knowledge and its uses in the life sciences. The Transformation of Work: Research in the Sociology of Work (2001b) 10(Elsevier Science, Ltd., Oxford, UK) CrossrefGoogle Scholar
  • Pelz D., Andrews F.Scientists in Organizations: Productive Climates for Research and Development (1976) (Institute for Social Research, University of Michigan, Ann Arbor, MI) Google Scholar
  • Powell W. W., Owen-Smith J. Universities and the market for intellectual property in the life sciences. J. Policy Anal. Management (1998) 17(2):253–277CrossrefGoogle Scholar
  • Ryder N. The cohort as a concept in the study of social change. Amer. Sociol. Rev. (1965) 30:843–861CrossrefGoogle Scholar
  • Saxenian A. Silicon Valley's new immigrant high-growth entrepreneurs. Econom. Development Quart. (2002) 16(1):20–31CrossrefGoogle Scholar
  • Schein E. H.Organizational Culture and Leadership: A Dynamic View (1985) (Jossey-Bass, San Francisco, CA) Google Scholar
  • Schewe C. D., Meredith G. E. Cohort effects and life insurance. Marketing Management (1994) 3(3):25Google Scholar
  • Shamir B., House R. J., Arthur M. B. The motivational effects of charismatic leadership: A self-concept based theory. Organ. Sci. (1993) 4(4):577–594LinkGoogle Scholar
  • Shane S. Prior knowledge and the discovery of entrepreneurial opportunities. Organ. Sci. (2000) 11(4):448–469LinkGoogle Scholar
  • Siegel D., Waldman D., Link A. Assessing the impact of organizational practices on the productivity of university technology transfer offices: An exploratory study. Res. Policy (2003) 32:3–30CrossrefGoogle Scholar
  • Slaughter S., Leslie L.Academic Capitalism: Politics, Policies and the Entrepreneurial University (1997) (Johns Hopkins University Press, Baltimore, MD) Google Scholar
  • Slaughter S., Rhoades G.Academic Capitalism and the New Economy: Markets, State, and Higher Education (2004) (Johns Hopkins University Press, Baltimore, MD) Google Scholar
  • Smith-Doerr L., Frickel S., Moore K. Learning to reflect or deflect? U.S. policies and graduate programs' ethics training for life scientists. The New Political Sociology of Science: Institutions, Networks, and Power (2006) (University of Wisconsin Press, Madison, WI) 405–431Google Scholar
  • Sorensen A. T. Social learning in the demand for employer-sponsored health insurance. (2002) (Johns Hopkins University Press, Baltimore, MD) . MimeographedGoogle Scholar
  • Stephan P. E., Levin S. G.Striking the Mother Lode in Science: The Importance of Age, Place, and Time (1992) (Oxford University Press, New York) Google Scholar
  • Stuart T., Ding W. When do scientists become entrepreneurs? The social structural antecedents of commercial activity in academic life sciences. Amer. J. Sociol. (2006) 112:97–144CrossrefGoogle Scholar
  • Thursby J. G., Thursby M. C. Who is selling the ivory tower? Sources of growth in university licensing. Management Sci. (2002) 48(1):90–104LinkGoogle Scholar
  • Thursby J. G., Jensen R., Thursby M. C. Objectives, characteristics and outcomes of university licensing: A survey of major U.S. universities. J. Tech. Transfer (2001) 26(1–2):59–72CrossrefGoogle Scholar
  • Tolbert P. S., Zucker L. G. Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880–1935. Admin. Sci. Quart. (1983) 28(1):22–39CrossrefGoogle Scholar
  • Van de Ven A. H. Central problems in the management of innovation. Management Sci. (1986) 32(5):591–607LinkGoogle Scholar
  • Venkataraman S., Katz J., Brockhaus R. The distinctive domain of entrepreneurship research: An editor's perspective. Advances in Entrepreneurship, Firm Emergence, and Growth (1997) (JAI Press, Greenwich, CT) Google Scholar
  • Weick K. E.Sensemaking in Organizations (1995) (Sage Publications, Thousand Oaks, CA) Google Scholar
  • Whelan-Berry K., Gordon J., Hinings C. R. Strengthening organizational change processes. J. Appl. Behavioral Sci. (2003) 39(2):186–207CrossrefGoogle Scholar
  • Whitley R. Competition and pluralism in the public sciences: The impact of institutional frameworks on the organization of academic science. Res. Policy (2003) 32:1015–1029CrossrefGoogle Scholar
  • Wiley N. The macro-micro problem in social theory. Sociol. Theory (1988) 6:254–261CrossrefGoogle Scholar
  • Wright J. C., Mischel W. A conditional approach to dispositional constructs: The local predictability of social behavior. J. Personality Soc. Psych. (1987) 53(6):1159–1177CrossrefGoogle Scholar
  • Zucker L. G., Darby M. R., Brewer M. B. Intellectual human capital and the birth of U.S. biotechnology enterprises. Amer. Econom. Rev. (1998) 88:290–306Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.