1. Amir Sasson, BI SIU 08.03.2012 On entrepreneurship and magnetism: Universities in the knowledge economy From Size Contests to Synchronized Strategic Direction

2. World Views Atomistic view: Individual actors act in isolation from one another. Property view: Actors with similar properties have similar opportunities and constrains (e.g. Gender). Density view: Actors belonging to the same group have similar opportunities and constrains. Network view: The system of relations between actors defines the opportunities and constrains. Walman, 2005

3. Relations Opportunities Constraints “Network research embraces a distinctive perspective that focuses on relations among actors, whether they are individuals, work units, or organizations. According to the network perspective, actors are embedded within networks of interconnected relationships that provide opportunities for and constraints on behavior.”. (Brass, Galaskiewicz, Greve and Tsai, 2004 emphasis added) Structure/isolation “The image of atomistic actors competing for profits against each other in an impersonal marketplace is increasingly inadequate in a world in which firms are embedded in networks of social, professional and exchange relationships” (Gulati, Nohria and Zaheer, 2000: 203).

4. Some Network benefits Especially if knowledge is essential for competitive advantage! Fast access to information. Fast access to technological know-how located outside. Economies of scale in joint research/production. Risk sharing. Access to complementary skills. Flexibility and adaptability (vs. hierarchy) Quest for quality. Diffusion and knowledge transfer

5. Some liabilities of networks Restrict access: Limited club. Preclude partnering with others. Lock-in in unproductive relationships.

6.  But networks are goal-specific,  Not general purpose structures  Let’s stop counting network size  And start thinking about:  Network composition!

7. Public Knowledge Sphere Knowledge Dynamics Cluster Attractiveness Educational Attractiveness Talent Attractiveness R&D and Innovation Attractiveness Ownership Attractiveness Environmental Attractiveness The Emerald Model

8. Fisheries & Aquaculture Cluster Attractiveness Educational Attractiveness Talent Attractiveness R&D and Innovation Attractiveness Ownership Attractiveness Environmental Attractiveness Knowledge Dynamics

9. The Role of Knowledge Actors If competitive advantage (also comparative advantage!) is KNOWLEDGE dependent: – Most universities are not magnets but their knowledge stocks are.