http://hdl.handle.net/10498/36472 Thu, 05 Nov 2026 19:38:51 GMT 2026-11-05T19:38:51Z http://hdl.handle.net/10498/40255 Which came first: the chicken or the egg? Analysing the bidirectionality of non-academic collaborations and scientific teams productivity Frutos Belizón, Jesús de; García Carbonell, Natalia Collaboration between universities and non-academic organisations plays a vital role in addressing current societal demands. This study explored how such partnerships influence the productivity of traditional academic research by focusing on public universities and scientific teams. It examined the bidirectionality between scientific output and non-academic collaboration and the moderating effect of team knowledge diversity. Hierarchical multiple regression analysis on a sample of 277 Spanish scientific teams confirmed the bidirectional link between research productivity and non-academic collaborations—represented by an inverted U-shaped curve—and revealed a surprising negative moderating effect of team knowledge diversity. These results offer valuable insights for networks and research team management, particularly in balancing research productivity and academic engagement with society through non-academic collaborations. Thu, 22 Jan 2026 00:00:00 GMT http://hdl.handle.net/10498/40255 2026-01-22T00:00:00Z http://hdl.handle.net/10498/40128 The Social Innovation of Academic Spin-Offs From a Multilevel Approach Camelo Ordaz, María del Carmen; Diánez González, Juan Pablo; Franco Leal, Noelia; Sousa Ginel, Elena The academic entrepreneurship literature has yet to consider the factors that affect social innovation in academic spin-offs. Given this gap, this study adopted a knowledge-based perspective and considers the antecedents of social innovation at two levels of analysis: academic spin-offs and parent universities. Specifically, we analyzed the influence of academic spin-offs' technological competence, entrepreneurial team functional heterogeneity, and funding type; and the moderating role of the parent university's social responsibility. A multilevel analysis was applied to a sample of 165 academic spin-offs. The results revealed that technological competence, entrepreneurial team functional heterogeneity, and public funding sources positively influenced social innovation. However, venture capital funding negatively affected innovation. The results also showed that the parent university's social responsibility moderated the effect of functional heterogeneity but not the influence of technological competence. These findings contribute to the integration of the academic entrepreneurship literature within the field of social innovation. Tue, 21 Jan 2025 00:00:00 GMT http://hdl.handle.net/10498/40128 2025-01-21T00:00:00Z http://hdl.handle.net/10498/40125 Managing scientific teams: a perception-based study in a management science research environment Frutos Belizón, Jesús de; Guerrero Alba, Félix; Sánchez Gardey, Gonzalo Purpose The growing importance of publication-related quantitative indicators in the development of academic careers has driven the publish or perish culture, making the study of scientific productivity increasingly relevant. In this context, understanding which management practices in scientific teams help improve the performance of members is a pertinent contribution. Design/methodology/approach This paper adds empirical substance to the discussion by analysing the moderating effect of (1) leadership style (task- or relationship-oriented) and (2) human resources management practices (HRM) on the relationship between human capital and scientific productivity. To test our hypotheses, we employ hierarchical multiple regression analysis using perception-based data collected from a sample of 117 management scholars. Findings The results reveal critical insights into the determinants of scientific productivity, providing valuable guidance for designing management strategies within these units. Specifically, the results provide empirical support for the moderating effects of task- and relationship-oriented leadership styles, although these were only partially confirmed. Furthermore, the hypotheses regarding the moderating role of HRM practices were supported specifically for documentation and external collaborative practices, while other HRM dimensions remained unsupported. Research limitations/implications The study is based on data from the management field and relies on the participation of a single member from each scientific team as an informant to test the hypothesis. Future research could replicate this study by examining institutional differences or exploring other fields of knowledge. Practical implications This study highlights the need for universities to provide adequate support to principal investigators through appropriate training and resources, enabling them to develop the capabilities required to lead scientific teams effectively. Moreover, the findings have important implications for the internal management of research groups, as they can be leveraged to strengthen academic human capital and, in turn, enhance institutional performance. Originality/value The results of the study have interesting implications for principal investigators (PI), offering a useful guide for improving their members' scientific productivity. Fri, 22 May 2026 00:00:00 GMT http://hdl.handle.net/10498/40125 2026-05-22T00:00:00Z http://hdl.handle.net/10498/40085 Knowledge conversion capability and networks as drivers of innovation in Academic Spin-Offs Sousa-Ginel, Elena; Franco Leal, Noelia; Camelo Ordaz, María del Carmen This paper aims to analyze the relevance of the three dimensions of the knowledge conversion capability (KCC) for the innovation performance of academic spin-offs (ASOs) at two stages of evolution, as well as, how academic and industry networks contribute to the development of these capacities in each stage. Results obtained on a sample of 167 Spanish ASOs show that: 1) the relevance of the KCC capacities varies with the critical innovation events - technical vs commercialization - ASOs face in each stage; and 2) ASOs must modify their networks in order to access the KCC capacities needed in each stage. Fri, 01 Jan 2021 00:00:00 GMT http://hdl.handle.net/10498/40085 2021-01-01T00:00:00Z