Suchergebnisse

cover -- quartino -- Dedica -- INDICE -- PREFAZIONE -- INTRODUZIONE -- UN'INTRODUZIONE AL TRASFERIMENTO TECNOLOGICO DAL PUNTO DI VISTA DI DUE APPROCCI TEORICI DIVERSI -- UNO STUDIO EMPIRICO SULLE BEST PRACTICES MESSE IN CAMPO DAGLI INTERMEDIARI PER RENDERE PIÙ EFFICIENTI I PROCESSI DI TRASFERIMENTO TECNOLOGICO -- COMPLESSITÀ DEL TRASFERIMENTO TECNOLOGICO, CARATTERISTICHE DEGLI ATTORI COINVOLTI E ATTIVITÀ DEGLI INTERMEDIARI: UNO STUDIO EMPIRICO DI PROSSIMITÀ -- RIFLESSIONI CONCLUSIVE SUI MECCANISMI DI TRASFERIMENTO TECNOLOGICO IN ITALIA E POSSIBILI AREE DI INTERVENTO

This Doctoral Thesis unfolds into a collection of three distinct papers that share an interest in institutional theory and technology transfer. Taking into account that organizations are increasingly exposed to a multiplicity of demands and pressures, we aim to analyze what renders this situation of institutional complexity more or less difficult to manage for organizations, and what makes organizations more or less successful in responding to it. The three studies offer a novel contribution both theoretically and empirically. In particular, the first paper "The dimensions of organizational fields for understanding institutional complexity: A theoretical framework" is a theoretical contribution that tries to better understand the relationship between institutional complexity and fields by providing a framework. The second article "Beyond institutional complexity: The case of different organizational successes in confronting multiple institutional logics" is an empirical study which aims to explore the strategies that allow organizations facing multiple logics to respond more successfully to them. The third work " How external support may mitigate the barriers to university-industry collaboration" is oriented towards practitioners and presents a case study about technology transfer in Italy.

Organizations and their members not only respond to paradoxes, but also can be shaped by paradoxes in potentially profound yet highly heterogeneous ways. In our study, we adopt an identity threat perspective to explicate how paradox dynamics can affect members' sense of self as professionals and their organizational identification as a key facet of the member–organization relationship. The transformational change of a leading public university launching a for-profit business school in Europe in 2017 provides a particularly fertile setting for this purpose. Our in-depth, longitudinal case study spanning 75 months from January 2016 to March 2022 serves as the empirical basis for a novel process model that helps to explain why the same set of paradoxes may have vastly different identity and identification effects not only among members of the same organization, but also within individual members over time. We can trace some of these differences back to boundary conditions related to members' identity and paradox perception, which jointly shape how members recognize, attribute, and respond to paradoxes as threats to their identity. Overall, our study provides a new lens into the multifaceted process through which paradoxes can shape members and member–organization relationships as exemplified by members' organizational identification. Supplemental Material: The online supplement is available at https://doi.org/10.1287/orsc.2020.14630 .