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The purpose of this paper is to analyze potentially significant differences in a series of relevant characteristics of universities’ technology transfer offices (TTOs). To this end, TTOs have been classified by the function of their resources assigned to the enhancement of university entrepreneurship. The factors analyzed are the number of academic spin-offs created with the support of TTOs as well as the TTOs’ age, experience, professionalization and relational capital.

The authors have performed a hierarchical agglomerative cluster analysis to identify the groups of TTOs with homogeneous behavior and features. This multivariate technique allows determining whether it is possible to identify some differentiated conglomerates of TTOs.

The results of the cluster analysis allow concluding that the number of academic spin-offs created with the support of TTOs, the age and degree of professionalization of these TTOs, the experiences of their employees in matters related to entrepreneurship and their relationships with market actors explain the different levels of commitment of TTOs toward the enhancement of university entrepreneurship. In contrast with the expected results, the relationship between TTOs and academic actors does not seem to explain such differences.

This research contributes to the identification of the particular design characteristics that TTOs should exhibit to promote the entrepreneurial performance of universities, offering important recommendations to academic institutions regarding the efficient design of TTOs to manage university ambidexterity and to build TTOs’ entrepreneurial identity.

The way market research is conducted has changed dramatically over the past 30 years, as a result of both the development of the prevailing view of best practice and the state of technology available to researchers. While it is clear that the World Wide Web (WWW) will increasingly be used as a medium for conducting market research, the full implications of this new channel are not yet fully understood. This paper examines the potential for an Internet‐based financial services firm (Xenon Laboratories) to analyse conduct market research using the WWW. The case demonstrates that, by employing a novel approach to market research, Xenon Laboratories is in a unique position to understand the charging structures in its market, the market for international payments using credit or charge cards. In doing so, the paper highlights the opportunity to unobtrusively gather market information from an international group of customers by providing Internet‐based value‐added services.

INTRODUCTION With the increasing importance of capital investment selection in modern business the field has attracted a large body of interest in the literature of the last two decades. It is the purpose of the survey to trace this development from the use of simple financial criteria for assessing investments to the use of more sophisticated financial measures, techniques for assessing risk in investments and finally complex models for selecting portfolios of investments.

The analysis of multi‐stage distribution has been carried out along three dimensions, depending on the characteristics of the particular problem. These are location, transportation and inventory and while simple problems can be successfully solved using any one of the three approaches, it is fair to say that the analysis of a complex distribution system has been limited by computer storage and the time required by the search and optimising procedures. In this paper we develop a simple inventory‐type model and test it on a small set of data. The results are encouraging and the model can easily be extended to handle a more realistic size of problem.

Vendor rating is a process having strategic implications for managing a supply chain. Vendor rating can be done using analytic hierarchy process either by a single decision maker or by a group of decision makers. This approach may suffer from some drawbacks including bias in estimation process. A methodology is proposed in this paper which makes use of estimation of the rating by a group on an individual basis following the principle of anonymity. A statistical analysis is carried out to determine the confidence intervals for the estimates of the composite rating of the vendors. The procedure presented here helps in identifying those members whose opinions may significantly deviate from that of the group. Emphasis is placed on establishment of confidence limits in group decision‐making. Participants in group decision making, whose opinions fall outside the group’s confidence limit, are further studied to understand the source of variation. Implementation guidelines have also been provided to account for the dynamic nature of the vendor evaluation process and to take appropriate actions in managing the vendor rating process in the overall supply chain.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.

Clinical governance and leadership concepts can lead to more or less successful implementations of new clinical practice. The purpose of this paper is to examine how Fiery Spirits, as institutional entrepreneurs can, working in a team, implement sustained change in hospital clinical practice.

This paper describes two case studies, conducted at two Swedish hospitals over a period of two years, in which changes in clinical practice were implemented. In both cases, key-actors, termed Fiery Spirits, played critical roles in these changes. The authors use a qualitative approach and take an intra-organizational perspective with semi-structured in-depth interviews and document analysis.

The new clinical practices were successfully implemented with a considerable influence of the Fiery Spirits who played a pivotal role in the change efforts. The Fiery Spirits persuasively, based on their structural and normative legitimacy and the adoption of learning processes, advocated, and supported change.

Fiery Spirits, given flexibility and opportunity, can be powerful forces for change outside the trajectory of management-inspired and management-directed change. Team members, when inspired and encouraged by Fiery Spirits, are less resistant to change and more willing to test new clinical practices.

The paper complements literature on how the Fiery Spirit concept aligns with concepts of clinical governance and leadership and how change can be achieved. Additionally, the findings show the effects of legitimacy and learning processes on change in clinical practice.

This chapter takes a new approach to emotions through the lens of a relational identity among hybrid professionals, using those in healthcare as particularly relevant examples. Sharpening the focus on underpinning emotional dynamics may further explain how professional managers can be effective in hybrid roles. The chapter seeks to build on the internal emotional states of these professional managers by understanding how outward emotional displays might influence their subordinates. The understanding of how emotional states/displays in manager–employee relationships influence target behaviors may help multiprofessional organizations generate better-informed leadership practice in relation to desired organizational outcomes, e.g. more efficient and effective health services.

We focus on the internal workings of a university organization’s response to institutional plurality. In the field of higher education, both organizations and individuals are prescribed competing demands due to academic logic and the logic of managerialism. We interpret six individual experiences of institutional plurality and illuminate how social position, disposition, emotions, and apprehension regarding plurality affect their response to shifting emphases in the logics of the university. In addition, we show that although there may appear to be harmony in the organizational-level response to institutional plurality, turmoil may be affecting the organization’s members, highlighting the importance of looking at how people experience institutional logic multiplicity.

The authors set out to study institutional work under complexity building on the struggle for legitimacy of the Lesbian, Gay, Bisexual, and Transgender (LGBT) community in Israel as their case study. The authors took a discursive approach and were interested in what actors claim they do. The findings suggest that actors manipulate the intentions and outcomes of their acts, thereby claiming for actorhood or negating it. These differential constructions are not random but echo the norms of the discursive spaces within which they are presented and interact with other actors’ work. Overall, the authors argue that actorhood is not a pre-condition for institutional work, nor is it its outcome, but rather an integral part thereof.