Arthur David Shulman

Competitive advantage in public-sector organizations: explaining the public good/sustainable competitive advantage paradox

Resource-based views of the firm and in particular Kays (Why Firms Succeed. Oxford: Oxford Univ. Press, 1995) model of sustainable competitive advantage have been used to advance an understanding of differences in the competitive advantage of private-sector firms. We extend the analysis to a public-sector firm where its major purpose includes engaging in public good by giving away its knowledge base and services. The case highlights the paradox that many public-sector organizations face in simultaneously pursuing public good and sustainable competitive advantage. While Kays model is applicable for understanding intergovernmental agency competition, we find it necessary to incorporate resource dependency theory to address the paradox. Implications for theory and practice are provided.

The Asymmetrical Influence of Sex Dissimilarity in Distributive vs. Colocated Work Groups

Data from 101 Australian research scientists were used to examine the relationship between sex dissimilarity and work group identification, and task and emotional conflict. Based on social identity and self-categorization theories, these relationships were argued to vary between men and women, and between colocated and distributive work groups. Women reported lower levels of work group identification and higher levels of task and emotional conflict in conjunction with higher levels of sex dissimilarity. Men reported lower levels of task conflict in conjunction with higher levels of sex dissimilarity. No parallel effects on identification or emotional conflict were observed. Sex dissimilarity was found to have a stronger influence on work group identification, and task and emotional conflict in colocated work groups than in distributive work groups.

The patterning of limited structural change

Purpose – Organizational change theorists tend to focus on substantive changes and frequently ignore or underplay the significance of the features of structural inertia. The effect of this preoccupation has minimized our understanding of frequently occurring patterns of limited structural change. The purpose of this paper is to encourage theorizing and debate about limited structural change.Design/methodology/approach – This paper presents a conceptual explanation of the different patterns of limited structural change that arise in organizations undertaking change. It reviews and comments on how different patterns occur at the organization level as a result of the adjustment of component forces around pattern profiling centers of gravity.Findings – A pervasive finding in change literature is that organizations tend to fall back on more of the same, even when they undergo some major structural change. The paper proposes a framework encapsulating four competencies that synergistically complement each other ...

WHEN INTRA-FIRM AND INTER-FIRM COLLABORATIONS CO-OCCUR: COMPARING THEIR IMPACT ACROSS NEW SERVICES VERSUS NEW PRODUCT INNOVATIONS

There is evidence that intra-firm collaboration and inter-firm collaboration are important for new service development (NSD) and new product development (NPD) success. However, evidence of the contributions of each to innovative outcomes is inconsistent. This inconsistency is associated with the tendency of studies to examine the impact of intra-firm collaboration or inter-firm collaborations exclusively. However, most firms involved in NSD or NPD engage simultaneously in intra-firm and inter-firm collaborations. Using a multi-dimensional conception of collaboration we advance a deeper understanding of the relative contributions of these attributes in intra-firm versus inter-firm collaborative environments during NSD versus NPD. Analyses of survey data from 134 innovations confirm that collaboration clearly matters for both NSD and NPD success, but its impact differs depending on (a) whether a new product or service was developed, (b) on the collaborative environment (intra-firm or inter-firm), and (c) on the collaborative attributes examined. Implications for advancing innovation theory and practice are provided.

Social capital and knowledge acquisition in professional-client relationships

Abstract This paper examines the role of social capital in professional-client relationships. We consider exploring the effects of social capital on the creation of human capital, a subject which is worthwhile investigating within all professions. In this paper, we concentrate on what are known as the structural and attributive dimensions of social capital and aim to understand their effects on the knowledge acquisition of professional practitioners. We analyse the association between social capital and human capital (i.e., knowledge acquisition) in the context of the lawyer-client relationship. Through the application of social capital theory, this paper seeks to advance our knowledge of the relations between professionals and clients. More importantly, the study contributes to improving our understanding of the role of social capital in influencing a lawyers ability to retain and win new clients.

Missing Organizational Linkages: Tools for Cross Level Researchby GoodmanPaul Thousand Oaks, CA: Sage, 2000.

The article reviews the book “Missing Organizational Linkages: Tools for Cross Level Research,” by Paul Goodman.

The nexus of value chain integration and e-business applications on public sector agriculture R&D management

Summary We examine the potential impact of interconnectivity of value chain partnerships through electronic means (e-business practices) on the management of Public Sector Agriculture R&D in Australia. We review the changing forms of managing research and development, the forces driving these changes, and R&D processes that are theoretically consistent with the move towards value chain involvement and the increase in active constituents in Public Sector Agriculture R&D. We then explore the potential of emerging e-business models to change the patterns of inter-connectivity, speed and omnipresence of partners in the value chain. Three e-business R&D management practices are identified that provide the prerequisite flexibility necessary to take advantage of opportunistic markets. These R&D business practices are: compressing R&D to reduce time to market, fostering co-development to enter a market at the last moment and building flexible products that allow adjustment at the last possible moment. Some fundamental reallocation of existing resources will be required to meet these markets. Implications of these e-business practices for R&D management are discussed.

Managing Intellectual Property in the Public Sector

Summary The management of intellectual property (IP) within Australian government research and development agencies has changed dramatically over recent years. Increasing expectations have been placed on utilising public sector IP to both underpin economic development and augment taxes by generating new revenues. And public sector R&D management has come under greater scrutiny to commercialise and/or corporatise their activities. In a study of IP management issues in The Queensland Public Sector we developed a framework to facilitate a holistic audit of IP management in government agencies. In this paper we describe this framework as it pertains to one large public sector Agriculture R&D Agency, the Queensland Department of Primary Industries (QDPI). The four overlapping domains of the framework are: IP Generation; IP Rights; IP Uptake and Corporate Support. The audit within QDPI highlighted some well developed IP management practices within QDPI’s traditional focus of innovation (IP Generation) and IP ownership and licensing (IP Rights). However, further management practice developments are required to improve the domains of IP Uptake and Corporate IP Support.