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References- Dooley L. and Kirk D. (2007). University-industry collaboration: Grafting the entrepreneurial paradigm onto academic structures.European Journal of Innovation Management, 10 (3), 316-332.- Eleventh Tunisian Development Plan 2007-2011- Etzkowitz H. (2003). Innovation in Innovation: The Triple Helix of University-Industry-Government Relation. Social ScienceInformation, 42(3), 293-338.- Flick W. (2009). An introduction to qualitative research. London: Sage.- Freeman C. (1991). Networks of innovators: a synthesis of research issues. Research Policy, 20, 499–514.- Goddard, J. and Chatterton P. (1999). Regional development agencies and the knowledge economy: harnessing the potentialof universities. Environment and Planning C Government and Policy, 17, 685–699.- Gunasekara C. (2006). Reframing the Role of Universities in the Development of Regional Innovation Systems. Journal ofTechnology Transfer, 31, 101–113.- Holland B A. (1999). From murky to meaningful: the role of mission in institutional change. In Colleges and Universities asCitizens, eds. R G Bringle, R Games and E A Malloy, pp. 48 73. Boston: Allyn & Bacon.- Maalej M. and Damak Chaabouni H. (2007). Universite et nouveaux contextes d'action : vers une articulation des processusbudgetaire, strategique et organisationnel?, X Congreso Internacional de Costos, Lyon.Madrid, October 20, 21 & 22 - 201040
ST-10Alliance Capability in Tunisian pharmaceutical industryNajeh Bouraoui, Amira Bouhamed, Jamil Chaabouni, Faculty of Economics and Management of Sfax, TunisiaA Triple Helix model of university-industry-government as relatively equal, interdependent and interacting institutional spheres isincreasingly becoming the requisite basis for innovation and development in a knowledge-based society (Etzkowitz and Dzisah,2007) in which, the determinants of success of enterprises, and of national economies as a whole, is ever more reliant upontheir effectiveness in gathering and utilising knowledge. The crucial role of knowledge is now preached by a variety of academics,business and policy sources. The knowledge-based economy is characterised by the need for continuous learning as a way forenable the organisations to renew themselves and to keep up with competition (OCDE, 1996, Lundvall and Archibugi, 2002).In particular, interorganizational learning can be regarded as a process of developing new knowledge and insights throughknowledge transfer enabling improved actions through better understanding (Fiol and Lyles 1985; Von Krogh et al, 2001).Various scholars have argued that interorganizational learning is critical to competitive success, noting that organizations oftenlearn by collaborating with other organizations (Holmqvist, 1999, 2003), such as firms, universities or research institutions, andwith the support of government (OCDE, 1996).Some authors suggest that organisations can learn also about cooperation (Gualti et al, 2000; Soekijad and Andriessen, 2003).Organisations may want to acquire knowledge that can be used for the management of cooperation in general (Inkpen andDinur, 1998). It refers to the mechanisms or routines that are purposefully designed to accumulate, store, integrate, and diffuserelevant organizational knowledge acquired through individual and organizational experience of cooperation (Kale et al, 2002).This paper aims to study interorganisational learning developed by Tunisian pharmaceutical firms through different cooperativeagreements (north-south, south-south, and firm-university cooperation). Our main objective is to investigate the relevance of thepharmaceutical firm alliance capability in managing its portfolio of cooperations by taking into account each agreement’sspecificities.Our empirical research is based upon a case study related to a Tunisian pharmaceutical firm (ALPHA). Case studies areespecially appropriate for exploring new areas and when the researcher is interested in questions concerning (how) and (why)(Yin, 1989). Data were collected through a series of interviews conducted with employees from different functions within ALPHA.Data are collected through semi-structured interviews and analysed through content analysis.ALPHA has concluded three licensing agreements: one with French partner (FP) and two with Jordanian partners (JP1 andJP2). Other agreements are made with Tunisian universities (National Engineering School of Sfax “NESS”, Faculty of Pharmacyof Monastir “FPM”) and Public centre of biotechnology “CBS”.Our results show that interorganizational learning differs among firms and university partners:- Cooperation with pharmaceutical firms present the principal way to the transfer of knowledge and competencies needed fordrugs producing. This transfer involves the acquisition of learning and acquiring partner’s knowledge and know-how. In thesecooperations, main interorganizational learning is expected in the licensing agreements.- Cooperations with university are short-term relations that aim to achieve some scientific activities needed by ALPHA due to thelack of some technological resources. Consequently, no significant knowledge and know-how are expected in the cooperativecontract and internalised by ALPHA.Our results show also that unexpected learning is developed through the portfolio of cooperative agreements. ALPHA hasdeveloped interorganizational learning about how to manage relations among different partner’s context.The contribution of this empirical research is to show that ALPHA alliance capability is path dependent. This capability isdeveloped over the time and based on prior experiences with the French partner (since 1992), the Jordanian partners (since2000) and university (since 1992). Alliance capability, developed through this portfolio of cooperations, motivates ALPHA toconclude two new cooperative agreements with its French partner and with a local pharmaceutical firm (TFM) in 2010 in orderto extend its drugs’ producing portfolio.However ALPHA alliance capability differs among partners from the north (FP), the south (JP1 and JP2) and university. This canbe explicated by the difference of agreements’ objectives, agreements types, agreements length and organisational differences(public vs private sector, north vs south context) that underlie these different arrangements.This study emphasises that Tunisian pharmaceutical ALPHA has developed two categories of interorganizational learning. Inaddition to expected learning, ALPHA has developed unexpected learning about how to manage relations among differentpartner’s context and building an alliance capability. ALPHA alliance capability plays a vital role in enlarging and managing itsportfolio of cooperations by taking into account each agreement’s specificities.Madrid, October 20, 21 & 22 - 201041
Page 4 and 5: O-050IMPLICATION OF FIRMS’ LINKAG
Page 6 and 7: P-042Building Regional Competitive
Page 8 and 9: O-082Challenges for governmental ro
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Page 12 and 13: Research on intelligent products wi
Page 14 and 15: Selected References- Bercovitz, J.,
Page 16 and 17: References- CABRAL, R., DAHAB, S. (
Page 18: References- Acker, Joan (1992). Gen
Page 21 and 22: O-070The Role of the University and
Page 23 and 24: O-120Absorptive capacity and the de
Page 25 and 26: O-103Determinants of scientific int
Page 27 and 28: W-11TRIPLE HELIX in R&D&I - Researc
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Page 31 and 32: O-130The Triple Helix balancing act
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Page 81 and 82: O-053The Triple Helix of Knowledge:
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Keywords: Local Innovation Systems
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O-056THE ROLE OF TRIPLE HELIX ORGAN
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O-095Sustainable Triple Helix exper
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O-009Interaction Between the Univer
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2002.Disponível em: http://www.cas
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Both companies operate within the o
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Reference- Abe, S. (1998) “Region
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1) The strong engagement and the su
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3 Researching focusTo demonstrate t
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FindingsThe general-model shows tha
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CHESBROUGH, H.; VANHAVERBEKE, W.; W
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This paper employs a multiple case
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O-081Entrepreneurial Intentions & M
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2.2. Reasons behind Scientific Mobi
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Surveys and empirical findings of p
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** 1.000 .053 .230 -.093 .355** .05
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N3 I am working on to create a larg
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P-005Management of Intellectual Pro
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O-005Innovation systems in Norwegia
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322.00Amita SahayaJennie Granat Tho
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W-23When Triple Helix UnravelsDenis
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P-041Climate for Innovation: a stud
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P-056"Hands on for a sustainable ch
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MethodologyWe try to identify the t
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O-057Unraveling a large-scale innov
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P-011Inside the Pandora box of the
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O-042Interaction between Universiti
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P-048Government and public policy i
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Contribution and implicationsOur re
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Recombination of three sub-dynamics
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REFERENCES- Audretsch, D. B., B. Bo
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Our analysis shows that the suppose
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7. ReferencesChudnovsky, D., Lopez,
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FindingsOwnership trends reveal thr
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O-141Strategic openness for success
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ReferencesChaminade, C. and Edquist
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Main References:1. Etzkowitz H., Th
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• Findings,In the analysis of the
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O-026Collaborative Innovation in Tr
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Impact and ContributionThis pilot s
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ReferencesAsheim, B., Benneworth, P
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They must work on each of the next
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P-015A discussion on the Triple Hel
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O-125Technology Transfer from Unive
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References:Daghfous, A., Michael, H
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Norwegian processing industry speci
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ReferencesCooke, P. and Morgan, K.
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Facilitating linkagesLester (2003)
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arely oriented explicitly to a part
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Consulting/servicingFaculty consult
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O-047Do foreign authors strengthen
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O-007Technological collaboration an
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O-094Academic entrepreneurship in d
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P-021Complementary or substitution
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O-097Software clusters in Brazil: a
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ST-14Evaluation and dissemination o
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References:- Amin, A. and Roberts,
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P-002Doing gender in Sweden’s inn
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O-054Triple Helix Relations as Cons
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P-006Why are WE not more Attractive
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W-06University-industry-government
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ST-07The Architecture of Innovation
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O-105The role of higher education i
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Contributions and ImplicationBy app
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References:- Colciencias 2008. Colo
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CONTRIBUTIONS AND IMPLICATIONSWe be
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- experts that were involved in the
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O-116The Triple Helix of a Regional
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- University-Industry- Government I
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- ETZKOWITZ, H.; LEYDESDORFF, L. Un
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REFERENCES- Borrell-Damian, L (2009
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Contributions and implicationsThe u
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O-134The determinants of entreprene
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O-091Caring for the business platfo
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P-054"I do not know if this is a go
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O-111JUMPSTARTING THE TRIPLE HELIX
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References- Coase, R. (1988). The F
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References- BAIN, J. S. Industrial
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References- Clark, A. (2004). Evalu
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Reference- Etzkowitz Henry, MIT and
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W-05Is industry-university interact
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O-021Motivation, obstacles and stra
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P-043Webometrics analysis of public
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O-093STI-DUI Innovation Profiles an
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O-118Technological Parks in Mexico:
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References:- Berman, E. P. (2008) W
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REFERENCES- BALLON, P.; PIERSON, J.
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- with foreign actors concerning di
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incubation houses operating in deve
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P-045Roles of the 3rd Strand of the
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P-007NON-PROFIT ORGANIZATIONS IN ST
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O-045Empowering a State's Developme
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O-107Academic Research Groups and T
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ST-06University Patenting and Licen
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W-28Total Control? The gendering of
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O-015Stages of Development of Enter
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W-21To Join or Not to Join: Individ
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P-055Academic entrepreneurship in t
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References:- Admade, M.T. and Romer
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'Technologies for the marketing of
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References- Audretsche, D.B. (1998)
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P-013Determinants of university-ind
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O-051“COMMUNICATION CHANNELS AMON
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O-041Towards a Knowledge Society:Ex
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P-036Research and Innovation privat
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P-026AGROPOLIS DEL NORTE : a local
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- Etzkowitz, H, 2004, The evolution
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attitude and a scientific approach.
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models for conduct his/hers process
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terms of the addition of a fourth s
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Desarrollo and Global Entrepreneurs
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- Ehikhamenor, F.A., (2003). Intern
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References:- Roberts E. B. and Eesl
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some evidence that there might be p
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universities in the "knowledge soci
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Feldman (2006), and are not conside
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W-19Fostering Team Science:Innovati
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O-025The dynamic evolution of knowl
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O-055The evolvement of triple helix
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W-41Resource Mobilization and Busin
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faculties of Engineering, Science a
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O-002Patterns of the Innovation Eco
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Bibliographic references- ETZKOWITZ
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References- Bercovitz, J, and Feldm
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References- Boden, Mark e Miles, Ia
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References- Gibbons M., Limoge C.,
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References- Brimble, P. & Doner, R.
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O-101HOW MUCH THE ROLE OF THE OTHER
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O-090PUBLIC PROGRAMME CONTEXTS AND
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O-075The effectiveness of universit
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O-076Technology Transfer in a Publi
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O-052Between Myth and Reality: Deve
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O-017Characterising Triple Helix li
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P-004STUDY OF THE IMPACT OF EXTERNA
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O-140Analysing entrepreneurial arch
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O-104The co-evolvement of local dev
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P-031Context Factors Moderating the
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P-019Conception of the Development
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O-088Key Ingredients of Innovation:
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Methodology and research designData
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References:- Chesbrough, H. (2003).
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At present, government policy in Th
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O-092Increase in Effectiveness of T
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O-115Analysis of the conception, mo
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O-036A PROPOSAL TO INTEGRATE THE UN
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O-039NC State’s Centennial Campus
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O-068The Impacts of Seed Grants as
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O-123 Technology Transfer Process i
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ST-15 The Critical Constructivism o
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