Person: Guerrero, Maribel
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Publication Schumpeter meets teece:(2024) Guerrero, Maribel; Siegel,Donald S.Based on the dynamic capabilities framework and the concept of entrepreneurial innovation, we identify a set of metrics that can be used to assess innovation and entrepreneurial ecosystems in an emerging economy. These metrics allow us to analyze how such ecosystems develop key capabilities and how they generate economic and social value. We also assess the relationship between entrepreneurial innovation, ecosystems, and socioeconomic impact.Publication University technology transfer ofces’ capabilities in responding to societal challenges:(2024) Roncancio‑Marin, Jason; Guerrero, MaribelOver the last decades, the University Technology Transfer Ofces (UTTOs) literature has focused on how technology transfer contributes to economic development and only a few studies have focused on social development. This study explores how UTTOs transform into ambidextrous organizations capable of simultaneously addressing economic and social challenges, during external crises such as the COVID-19 pandemic. Particularly, we explore which dynamic capabilities and strategies should be developed or reconfgured by UTTOs to respond to complex societal challenges. We conducted an exploratory qualitative study using semi-structured interviews with 20 UTTO ofcials from universities across Europe, North America, and Latin America, carried out in 2020 and 2021. Our fndings show that UTTOs reconfgured their dynamic capabilities and implemented inclusive strategies, such as fexible intellectual property models, inclusive technology transfer practices, and newmetrics that integrate social value. These adaptations enable UTTOs to respond efectively to the COVID-19 pandemic by facilitating the translation of impactful technologies to societal needs. We propose a theoretical framework that incorporates the role of dynamic capabilities—sensing, seizing, and transforming—into how UTTOs align economic and social goals by translating knowledge-creation processes to make discoveries that address social needs and fnancial opportunities. This study highlights some strategic implications based on the emergence of ambidextrous UTTOs, which focus on simultaneously driving both economic and social impacts.Publication Driving change in higher education:(2024) Guerrero, Maribel; Menter, MatthiasAbstract Universities play a crucial role in social, economic, and technological development. Over the last decades, higher education systems have experimented with multiple transformations due to social demands, socioeconomic paradigms, and external shakeouts. Even though teaching and research are still the core functions of universities, other activities are emerging within/beyond the universities’ scope and boundaries to configure the “third mission.” Despite the increasing importance of universities’ third mission, little is known about the role of dynamic capabilities underpinning the configuration of the third mission across higher education systems. Using a unique longitudinal dataset that captures the German higher education landscape from 2000 to 2016, we investigate the effect of dynamic teaching/research capabilities for achieving the third university mission (knowledge transfer and technology commercialization). Our results reveal tensions between complementary and substitution effects when pursuing universities’ three missions (teaching, research, and knowledge transfer and technology commercialization), requiring university managers’ and policymakers’ strategic decisions. We provide implications for university managers and the university community as well as policymakers during the re-configuration process of becoming more entrepreneurial and innovative, highlighting the relevance of effectively managing universities’ dynamic capabilities. Plain English Summary Universities have undergone significant transformations in recent decades, responding to societal demands, economic shifts, and external pressures. The third mission of universities thereby serves as a driving force and encompasses endeavors that go beyond traditional academic functions, such as knowledge transfer and technology commercialization. Despite its increasing importance, little is known about the underlying mechanisms that lead to third mission outcomes. To shed light on this crucial topic, this paper delves into the impact of dynamic teaching and research capabilities on achieving the third mission’s goals. Our findings reveal goal conflicts that universities face in balancing their three missions, requiring university managers and policymakers to make strategic decisions to navigate these tensions effectively. As universities aim to become more entrepreneurial and innovative, effectively managing dynamic capabilities and making strategic decisions becomes paramount during reconfiguration processes, enabling universities to unlock their full potential for economic, technological, and societal impacts.