Best value,partnerships and relationship marketing in local government

This paper contends that relationship marketing can enhance the nature of partnerships in local government. It considers first the development of best value, with particular emphasis on partnerships and collaborative working. The development of relationship marketing and its definitions are acknowledged along with a selection of related issues. Two taxonomies of relationship marketing are then considered which appear to have particular relevance to local government. The notion of trust is singled out for attention and possible applications of relationship marketing are then offered. The conclusion presents a synthesis of collaborative working and relationship marketing and a nascent model showing the possible facilitating role of relationship marketing. Copyright © 2003 Henry Stewart Publications     

Exploring the attractiveness of social enterprises to job seekers: The role of perceived value fit and prestige

Existing research indicates that job seekers are attracted to organizations demonstrating social responsibility. This seems especially true for commercial enterprises that engage in socially responsible practices, but is challenged in the case of social enterprises. While commercial enterprises stay focused on their primary aim of generating financial revenues when engaging in social responsibility, social enterprises’ social responsibility is primary and at the core of their business. However, the attractiveness of social enterprises on the job market has not been the focus of extant research. This study aims to enrich the academic literature by exploring the attractiveness of social enterprises to job seekers. When studying job seekers’ intentions to pursue a job with a social enterprise, we also examine some of the underlying mechanisms that affect individuals’ attraction process to social enterprises. We perform an experimental design study involving 349 Belgian students about to graduate. The results reveal that participants’ intentions to pursue a job with a social enterprise are significantly lower in comparison to their job pursuit intentions with commercial enterprises. Furthermore, factors relating to personal values, like perceptions of value fit and individuals’ prosocial values, play a significant role in the attractiveness of social enterprises.     

This is what you came for? University–industry collaborations and follow-on inventions by the firm

The positive impact of university–industry collaborations on firms' innovative performance is well recognized. However, to date, the existing heterogeneity within university–industry collaboration processes and the sources of value creation underlying the resulting inventions are left underexplored. As a result, our understanding as to why some of the joint inventions resulting from such collaborations turn out to present a more fertile source of follow-on developments and value for the collaborating firm than others is limited. The present paper sheds light on this question through the application of a knowledge recombination perspective. Hence, we open the black box of innovation and put a spotlight on the knowledge components that make up the joint inventions resulting from university–industry collaborations. We evaluate how the nature—scientific versus technological—and origins—internal versus external to the collaborating partners—of these knowledge components relate to the inventive impact of the partners' joint invention. Examining a sample of 9102 USPTO co-patents, joint inventions created through university–industry collaborations are shown to be most fertile as a source of firm follow-on inventions when they are the result of a recombination process that includes technological knowledge components stemming from both collaborating partners. This effect is most pronounced when the partners' technological knowledge contributions are moderately similar. In contrast, when the joint technology development takes place in a technology domain that is novel to the firm, the resulting joint inventions are most fertile as a source of firm follow-on inventions when the university contributes through the input of technological knowledge components situated in exactly this technology domain that is novel to the firm. Remarkably, no evidence for such direct effects is found regarding the partners' scientific contributions. Together, these findings provide important insights for firms who intend to spur their internal technology development through collaboration with a university partner.