Chaire portée par l’Ecole navale, en collaboration avec l’Université de Rennes 1 et l’UBO
Responsable pédagogique :
Sciences de gestion,
Management de l’innovation et des transferts Universités & PME,
Stratégies et Management des recherches collaboratives,
Prise de décision et leadership en environnements complexes.
Mots-clés : Interactions Universités et Entreprises, Transfert de connaissances et de technologie, Recherches collaboratives et PME, Prise de décision
LE BRIS S., , MADRID-GUIJARRO A., and MARTIN D. Ph. , Decision-Making in Complex Environments under Time Pressure and Risk of Critical Irreversibility: The Role of Meta Rules. M@n@gement 22, no. 1 (2019): 1-29
In complex situations with risks of critical irreversibility, decision-makers must be able to take action quickly but also appropriately, especially in response to unexpected events. In these situations, “the first error in the trial-and-error-learning will also be the last trial” (Weick & Sutcliffe, 2011: 20). This paper assesses the contribution of the meta rule concept, defined as the conditions to respect to maintain the integrity of the organization in an unexpected situation. Our design tests the relevance of two conceptual approaches: high reliability organizations (HRO) and sensemaking approaches. The main proposal of this research is to highlight that, for a decision-maker, understanding a situation through meta rules at key times limits the risk of information overload by facilitating an overall understanding of the situation. It becomes possible to make decisions quickly, if necessary, using new robust and reliable strategies. Using a quantitative study of the behaviors of a warship bridge team composed of cadets in the French Naval Academy, the authors tested various situations that young officers have to manage. The results highlighted that meta rules play a positive mediating effect between rules and reliability and between interactions and reliability. With the use of meta rules, the overall reliability level is higher when employing an HRO approach than when using a sensemaking approach.
MARTIN D.P., Knowledge Transfer Models and Poverty Alleviation in Developing Countries: Critical Approaches and Foresight, Third World Quarterly (2019): 1-22
Many government of developing countries show their commitment of reducing extreme poverty. A dominant thought considers that economic growth should be based on capital accumulation, productivity improvement, and access to international markets. This article tracts the system of assumptions that developing countries should meet to ensure that transfer models from developed countries could be efficient. We suggest a rebuilding of the transfer model by identifying some “structuring” conditions of developing countries, in particular by empowering universities to take a central role in the regional development process. From a poverty reduction perspective, the focus should be on the sustainability of local socio-technical systems, even if the options chosen are less efficient in the short term.
VALDEZ-JUAREZ, L. E., SOLANO-RODRIGUEZ O. , MARTIN, D. Ph. (2018). "Modes of learning and profitability in Colombian and Mexican SMEs." The Journal of High Technology Management Research 29(2): 193-203
The aim of this study is to analyze the effects of different modes of learning on innovation and profitability in SMEs in two Latin American countries; Mexico and Colombia. The data were obtained using a sample of 250 companies in the industrial sector operating in both countries. Results show that an integrated mode of learning based on internal and external knowledge supported by technological infrastructure have positive and significant effects on the degree of innovation and the profitability in SMEs However this effect appears to be not significantly different from the traditional SMEs mode of learning based mainly on market orientation.
ALEXANDER, A., MARTIN D. Ph., MANOLCHEV, C., Miller, K. (2018). "University–industry collaboration: using meta-rules to overcome barriers to knowledge transfer." The Journal of Technology Transfer, on line in press
University–industry knowledge transfer is an important source wealth of creation for all partners; however, the practical management of this activity within universities is often hampered by procedural rigidity either through the absence of decision-making protocols to reconcile conflicting priorities or through the inconsistent implementation of existing policies. This is problematic, since it can impede operational effectiveness, prevent inter-organisational knowledge-creation and hamper organisational learning. This paper addresses this issue by adopting a cross-discipline approach and presenting meta-rules as a solution to aid organisational decision making. It is proposed that meta-rules can help resolve tensions arising from conflicting priorities between academics, knowledge transfer offices and industry and help facilitate strategic alignment of processes and policies within and between organisations. This research contributes to the growing debate on the strategic challenges of managing knowledge transfer and presents meta-rules as a practical solution to facilitate strategic alignment of internal and external stakeholder tensions. Meta-rules has previously only been applied in a computer intelligence context however, this research proves the efficacy of meta rules in a university–industry knowledge transfer context. This research also has practical implications for knowledge transfer office managers who can use meta-rules to help overcome resource limitations, conflicting priorities and goals of diverse internal and external stakeholders.
BECERRA, P., CODNER, D. G., MARTIN, D. Ph. (2018). "Scopes of intervention and evolutionary paths for argentinian universities transfer offices." Economics of Innovation and New Technology: 1-18. On line in press
The majority of researches on knowledge and technology transfer from universities focused on the topic of processes which can improve the efficiency of the commercialization of R&D results. Furthermore, the different channels of transfer have been studied mainly independent of each other. This article develops a more strategic approach and proposes an integrated view of 16 channels of transfer organized around four core competences and considering their main form of governance. The empirical analysis is based on data gathered through a survey and an interview on a sample of 29 Argentinian National Universities publicly funded. The findings highlight four types of strategies – integral, network, entrepreneurial and undetermined – and two main types of potential evolutionary paths. The ability to differentiate the scopes of the intervention of universities transfer activities has implications for universities as well as for policymakers.
ALIS D., CHEDOTEL F., MARTIN D.P., SABBADO DA ROSA L. (2016), Pourquoi choisir entre savoir ou pratique ? Les modalités de collaboration entre chercheurs et praticiens, in Collaborations et réseaux : approches transversales en management, VIVIANI J.L., BIRONNEAU L. (dir.), Presses Universitaires de Rennes, juin 2016, p 25-47
MARTIN D.P., GARCIA-PEREZ-DE-LEMA D., MADRID-GUIJARRO A. (2016), Influence of university–firm governance on SMEs innovation and performance levels, Technological Forecasting and Social Change, juin 2016, On line in press [CNRS 2 / HCERES A]
The purpose of this paper is to study how different university–firm governance styles impact SMEs' innovation and performance. In this sense, we differentiate between relational governance – based on interpersonal links of trust – and contractual governance — based on codified scientific and technological knowledge. The empirical analysis is based on data gathered through a questionnaire administered to a sample of 600 Spanish SMEs. The findings show that only contractual university–firm relationships have a direct and significant effect on innovation, whereas relational activities promote and support contractual activities. The findings have managerial implications not just for firms, but also for universities.
Mots clés: SME, University, Channel of transfer, Governance, Innovation, Performance
MARTIN D.P., CESPEDES QUIROGA M. (2016), Technology foresight in traditional Bolivian sectors: Innovation traps and temporal unfit between ecosystems and institutions, Technological Forecasting and Social Change, février 2016, On line in press [CNRS 2 / HCERES A]
Combating poverty is a priority for developing countries. The program “Technology Foresight Initiative in Latina America” initiated by UNIDO (United Nations Industrial Development Organization) is in line with this context. This paper examines two Technological Foresight for traditional Bolivian activities: the “textiles from camelid fibers” sector and the “medicinal plants” sector. The study model takes into account two dimensions: the sociotechnical regime and the formal institutions. Findings highlights the difficulty to implement a virtuous circle of innovation because of innovation traps (1) that can be seen as a consequence of the socio-technical regime, and because of some misfit between formal institutions (2) and what is required by the value chain. These results emphasize the learning curve of the TF for countries such as Bolivia.
Keywords: Bolivia, Traditional activities, Technology foresight, Innovation trap, Formal institutions
MARTIN D., TREMEAU A., DEVILLEZ A. (2015), Institutional work in academic technological facilities: A multi-case study from the field of biotechnology in France, Journal of High Technology Management Research, n°26, 137-148 [HCERES C]
MARTIN D., CAVEROT G, BOLDRINI J-C. (2015), Développer des capacités dynamiques pour plus de performance? Rôle clé en PME du « technological gatekeeper, Gérer et comprendre, n° 116, 30-42 [HCERES B]
Cette communication vise à montrer comment un technological gatekeeper peut contribuer à développer des capacités dynamiques dans une PME afin de surmonter les difficultés liées à l’innovation propres à ce type d’entreprise. Une recherche-intervention de cinq ans, menée au sein d’une PME du secteur de la robotique, nous a permis de construire, grâce aux activités du gatekeeper, trois capacités dynamiques : a) la capacité à instaurer des liens pérennes avec le monde de la recherche, b) la capacité à faire émerger et à gérer des projets en innovation ouverte et, enfin, c) la capacité à valoriser des innovations sur le marché. Les résultats expérimentaux de notre recherche-intervention montrent qu’une PME peut ainsi développer son activité, en situation d’innovation ouverte, grâce à la présence d’un gatekeeper.
How to develop a dynamic capacity for improving performance ? The technological gatekeeper’s key role of in small and medium-sized companiesHow can a “technological gatekeeper” stimulate a small or mid-size business’s dynamism by helping it overcome its difficulties in matters of innovation ? During an intervention research conducted for five years in a small robotic firm, we were able to improve, thanks to a gatekeeper’s activities, this dynamic capacity in three respects : a) the capacity for establishing lasting relations with the world of research ; b) the capacity for fostering and managing projects of open innovation ; and c) the capacity for making money with innovations in the marketplace. As this study’s experimental results show, a small or midsize company can develop in a context of open innovation through a technological gatekeeper’s actions.
LE RUDULIER K., MARTIN D., Entrepreneuriat et entreprises innovantes : principales évolutions et débats en cours, In "Recherches et innovations en sciences de gestion", ouvrage collectif sous la direction scientifique de Franck MORAUX et Laurent BIRONNEAU, Presses universitaires de Rennes, pp 167-186, 2013
MARTIN M., ALEXANDER A. T. (2013), Intermediaries for open innovation: A competence-based comparison of knowledge transfer offices practices, Technological Forecasting and Social Change, 2013, vol 80, n°1 , 38-49 , [CNRS 2 / HCERES A]
Universities and Public Research Organisation rely on the capabilities and competences of their transfer offices to engage with commercial partners and to manage the exchange of knowledge and expertise. This paper promotes a model that can be used to analyse the capabilities and relative strategies of these transfer offices. Based on a ‘core competences’ approach the model enables the precise characterisation of the different modes and methods of transfer and engagement. Findings, coming from a two-year, in-depth comparative study of two transfer offices located in France and in the UK, underline the office's relative positioning within their institutional environment and identify the relative priority given to their use of the channels of transfer. These results provide a guide for the strategic management of transfer offices that are
now operating within an ‘open innovation’ paradigm.
Mots clés: Transfer office, Knowledge, Technology transfer, Channels of transfer, Core competences
Participation à des coopérations scientifiques internationales
Implications récentes dans des contrats de recherche
Management des ressources humaines
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