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Boundary spanning roles in cross‐border university‐industry collaboration: the case of Chinese multinational corporations
16 references·0 citing·45 second hop
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References

  • 2017Case Study Research and Applications: Design and Methods9,643 cited
  • 2000The dynamics of innovation: from National Systems and “Mode 2” to a Triple Helix of university–industry–government relations9,092 cited
  • 2010National Systems of Innovation6,080 cited
  • 2009The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership4,641 cited
  • 2007Persuasion With Case Studies4,270 cited
  • 1994Networks and Organizations: Structure, Form, and Action.3,263 cited
  • 2012Academic engagement and commercialisation: A review of the literature on university–industry relations2,712 cited
  • 2006Open Innovation2,692 cited
  • 1992Bridging the Boundary: External Activity and Performance in Organizational Teams2,220 cited
  • 2007University–industry linkages in the UK: What are the factors underlying the variety of interactions with industry?1,514 cited
  • 2007University–industry relationships and open innovation: Towards a research agenda1,490 cited
  • 1977Special Boundary Roles in the Innovation Process1,478 cited
  • 1981Boundary Spanning Individuals: Their Role in Information Transfer and Their Antecedents1,133 cited
  • 2014Open innovation: The next decade1,017 cited
  • 2007

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Brokerage, Boundary Spanning, and Leadership in Open Innovation Communities
758 cited
  • 2001ARCHITECTURAL INNOVATION AND MODULAR CORPORATE FORMS.736 cited
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