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Boundary spanning roles in cross-border university-industry collaboration: the case of Chinese multinational corporations

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Boundary spanning roles in cross-border university-industry collaboration: the case of Chinese multinational corporations. / Corsi, Simone; Fu, Xiaolan; Külzer-Sacilotto, Cintia.
In: R and D Management, Vol. 51, No. 3, 30.06.2021, p. 309-321.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Corsi, S, Fu, X & Külzer-Sacilotto, C 2021, 'Boundary spanning roles in cross-border university-industry collaboration: the case of Chinese multinational corporations', R and D Management, vol. 51, no. 3, pp. 309-321. https://doi.org/10.1111/radm.12431

APA

Corsi, S., Fu, X., & Külzer-Sacilotto, C. (2021). Boundary spanning roles in cross-border university-industry collaboration: the case of Chinese multinational corporations. R and D Management, 51(3), 309-321. https://doi.org/10.1111/radm.12431

Vancouver

Corsi S, Fu X, Külzer-Sacilotto C. Boundary spanning roles in cross-border university-industry collaboration: the case of Chinese multinational corporations. R and D Management. 2021 Jun 30;51(3):309-321. Epub 2020 Sept 2. doi: 10.1111/radm.12431

Author

Corsi, Simone ; Fu, Xiaolan ; Külzer-Sacilotto, Cintia. / Boundary spanning roles in cross-border university-industry collaboration : the case of Chinese multinational corporations. In: R and D Management. 2021 ; Vol. 51, No. 3. pp. 309-321.

Bibtex

@article{c60a90e30cb3468b97b7440e5ea9768f,
title = "Boundary spanning roles in cross-border university-industry collaboration: the case of Chinese multinational corporations",
abstract = "This paper contributes to open innovation (OI) and boundary spanning literatures by providing a first understanding of industry-based boundary spanners in university-industry (U-I) collaboration through case studies of Chinese multinational corporations (MNCs) and their international OI platforms. Organisational roles created by these platforms within the MNCs and their activity of bridging between organisations are examined. The analysis of 25 in-depth interviews in two MNCs located in eight countries, along with internal documents, sheds light on U-I collaboration practices implemented by Chinese MNCs. Two new boundary spanning roles are identified: Dual Cultural Bridger – as these OI platforms bridge organisational and national cultural gaps to prevent and solve problems in the collaborative process; and International Network Enhancer – as these OI platforms act as trust building and local knowledge listening posts for the MNC{\textquoteright}s global network. Managerial and policy implications are provided.",
author = "Simone Corsi and Xiaolan Fu and Cintia K{\"u}lzer-Sacilotto",
note = "Publisher Copyright: {\textcopyright} 2020 RADMA and John Wiley & Sons Ltd",
year = "2021",
month = jun,
day = "30",
doi = "10.1111/radm.12431",
language = "English",
volume = "51",
pages = "309--321",
journal = "R and D Management",
issn = "0033-6807",
publisher = "Blackwell Publishing Ltd",
number = "3",

}

RIS

TY - JOUR

T1 - Boundary spanning roles in cross-border university-industry collaboration

T2 - the case of Chinese multinational corporations

AU - Corsi, Simone

AU - Fu, Xiaolan

AU - Külzer-Sacilotto, Cintia

N1 - Publisher Copyright: © 2020 RADMA and John Wiley & Sons Ltd

PY - 2021/6/30

Y1 - 2021/6/30

N2 - This paper contributes to open innovation (OI) and boundary spanning literatures by providing a first understanding of industry-based boundary spanners in university-industry (U-I) collaboration through case studies of Chinese multinational corporations (MNCs) and their international OI platforms. Organisational roles created by these platforms within the MNCs and their activity of bridging between organisations are examined. The analysis of 25 in-depth interviews in two MNCs located in eight countries, along with internal documents, sheds light on U-I collaboration practices implemented by Chinese MNCs. Two new boundary spanning roles are identified: Dual Cultural Bridger – as these OI platforms bridge organisational and national cultural gaps to prevent and solve problems in the collaborative process; and International Network Enhancer – as these OI platforms act as trust building and local knowledge listening posts for the MNC’s global network. Managerial and policy implications are provided.

AB - This paper contributes to open innovation (OI) and boundary spanning literatures by providing a first understanding of industry-based boundary spanners in university-industry (U-I) collaboration through case studies of Chinese multinational corporations (MNCs) and their international OI platforms. Organisational roles created by these platforms within the MNCs and their activity of bridging between organisations are examined. The analysis of 25 in-depth interviews in two MNCs located in eight countries, along with internal documents, sheds light on U-I collaboration practices implemented by Chinese MNCs. Two new boundary spanning roles are identified: Dual Cultural Bridger – as these OI platforms bridge organisational and national cultural gaps to prevent and solve problems in the collaborative process; and International Network Enhancer – as these OI platforms act as trust building and local knowledge listening posts for the MNC’s global network. Managerial and policy implications are provided.

U2 - 10.1111/radm.12431

DO - 10.1111/radm.12431

M3 - Journal article

AN - SCOPUS:85090109515

VL - 51

SP - 309

EP - 321

JO - R and D Management

JF - R and D Management

SN - 0033-6807

IS - 3

ER -