Articles
EspañolStakeholder analysis methods in the context of university spin-offs
Ángela María Castro- Hugo Ernesto Martínez
Published 2020-03-10
Keywords
- stakeholder,
- stakeholder analysis,
- strategic management,
- method,
- spin-off
How to Cite
Argüello-Sierra, F. A., Sandoval-Rivera, D. A., Castro, Ángela M., & Martínez, H. E. (2020). EspañolStakeholder analysis methods in the context of university spin-offs. Revista UIS Ingenierías, 19(2), 59–76. https://doi.org/10.18273/revuin.v19n2-2020007
Copyright (c) 2020 Revista UIS Ingenierías
This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
Abstract
University spin-offs are considered as an important mechanism for technology transfer, which allows creating value from the knowledge generated in universities, encouraging quality research and cooperation of universities with different actors. This article establishes a typology of methods for the stakeholder analysis based on a categorization of existing methods in the literature, as a tool that contributes to the formulation of strategies for the management of actors involved in the creation of university Spin-offs. For the development of the research, multiple models that exist in the scientific literature were collected and codified, later these methods are crossed with the spin-offs creation phases, taking into account the key activities that entrepreneurs must perform to overcome each one of the critical junctures presented, and to manage the actors to anticipate the opportunities and problems during the Spin-off creation.
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References
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[6] M. S. Reed et al., “Who’s in and why? A typology of stakeholder analysis methods for natural resource management,” J. Environ. Manage., vol. 90, no. 5, pp. 1933–1949, 2009, doi: 10.1016/j.jenvman.2009.01.001
[7] R. Brugha, “Stakeholder analysis: a review,” Health Policy Plan., vol. 15, no. 3, pp. 239–246, 2000, doi: 10.1093/heapol/15.3.239
[8] W. Williams and D. Lewis, “Strategic management tools and public sector management: The challenge of context specificity,” Public Manag. Rev., vol. 10, no. 5, pp. 653–671, 2008, doi: 10.1080/14719030802264382.
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[10] C. Prell, K. Hubacek, and M. Reed, “Stakeholder analysis and social network analysis in natural resource management,” Soc. Nat. Resour., vol. 22, no. 6, pp. 501–518, 2009, doi: 10.1080/08941920802199202.
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[12] T. Braun, A. P. Schubert, and R. N. Kostoff, “Growth and Trends of Fullerene Research as Reflected in Its Journal Literature,” Chem. Rev., vol. 100, no. 1, pp. 23–37, Jan. 2000, doi: 10.1021/cr990096j
[13] A. E. Bayer and J. Folger, “Some Correlatesof a Citation Measureof Productivity in Science,” Sociol. Educ., vol. 39, p. 381.
[14] Q. Wang and L. Waltman, “Large-scale analysis of the accuracy of the journal classification systems of Web of Science and Scopus,” J. Informetr., vol. 10, no. 2, pp. 347–364, 2016, doi: 10.1016/j.joi.2016.02.003
[15] L. M. Hermans and W. A. H. Thissen, “Actor analysis methods and their use for public policy analysts,” Eur. J. Oper. Res., vol. 196, no. 2, pp. 808–818, 2009, doi: 10.1016/j.ejor.2008.03.040
[16] M. S. Reed and R. Curzon, “Stakeholder mapping for the governance of biosecurity: a literature review,” J. Integr. Environ. Sci., vol. 12, no. 1, pp. 15–38, 2015, doi: 10.1080/1943815X.2014.975723
[17] J. M. Chevalier and D. J. Buckles, A Guide to Collaborative Inquiry and Social Engagement. SAGE Publishing India, 2008.
[18] M. N. Wexler, “The who, what and why of knowledge mapping,” J. Knowl. Manag., 2001.
[19] R. K. Mitchell, B. R. Agle, and D. J. Wood, “Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts,” Acad. Manag. Rev., vol. 22, no. 4, pp. 853–886, 1997, doi: 10.5465/AMR.1997.9711022105
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[21] M. Hare and C. Pahl-Wostl, “Stakeholder Categorisation in Participatory Integrated Assessment Processes,” Integr. Assess., vol. 3, no. 1, pp. 50–62, 2002, doi: 10.1076/iaij.3.1.50.7408
[22] D. Djokovic and V. Souitaris, “Spinouts from academic institutions: A literature review with suggestions for further research,” J. Technol. Transf., vol. 33, no. 3, pp. 225–247, 2008, doi: 10.1007/s10961-006-9000-4
[23] L. Lawson and A. Kearns, “‘Community empowerment’ in the context of the glasgow housing stock transfer,” Urban Stud., vol. 47, no. 7, pp. 1459–1478, 2010, doi: 10.1177/0042098009353619
[24] P. Mushove and C. Vogel, “Heads or tails? Stakeholder analysis as a tool for conservation area management,” Glob. Environ. Chang., vol. 15, no. 3, pp. 184–198, 2005, doi: 10.1016/j.gloenvcha.2004.12.008
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[28] A. D. Kontogianni, E. I. Papageorgiou, and C. Tourkolias, “How do you perceive environmental change? Fuzzy Cognitive Mapping informing stakeholder analysis for environmental policy making and non-market valuation,” Appl. Soft Comput. J., vol. 12, no. 12, pp. 3725–3735, 2012, doi: 10.1016/j.asoc.2012.05.003
[29] J. D. Novak, “A Science Education Research Program that Led to the Development of the Concept Mapping Tool and a New Model for Education,” Concept Maps Theory, Methodol. Technol. Proc. First Int. Conf. Concept Mapp., vol. 1, pp. 457–469, 2004.
[30] J. M. Bryson, “What to do when Stakeholders matter,” Public Manag. Rev., vol. 6, no. 1, pp. 21–53, 2004, doi: 10.1080/14719030410001675722
[31] S. Biggs and H. Matsaert, “An actor-oriented approach for strengthening research and development capabilities in natural resource systems,” Public Adm. Dev., vol. 19, no. 3, pp. 231–262, 1999, doi: 10.1002/(SICI)1099-162X(199908)19:3<231::AID-PAD71>3.0.CO;2-E
[32] B. Kosko, “Fuzzy cognitive maps,” Int. J. Man. Mach. Stud., vol. 24, no. 1, pp. 65–75, 1986, doi: 10.1016/S0020-7373(86)80040-2
[33] F. Ackermann and C. Eden, “Strategic Management of Stakeholders: Theory and Practice,” Long Range Plann., vol. 44, no. 3, pp. 179–196, 2011, doi: 10.1016/j.lrp.2010.08.001
[34] P. Myllykangas, J. Kujala, and H. Lehtimäki, “Analyzing the essence of stakeholder relationships: What do we need in addition to power, legitimacy, and urgency?,” J. Bus. Ethics, vol. 96, no. 2010, pp. 65–72, 2010, doi: 10.1007/s10551-011-0945-3
[35] M. E. Nissen and R. E. Levitt, “Agent-based modeling of knowledge dynamics,” Knowl. Manag. Res. Pract., vol. 2, no. 3, pp. 169–183, 2004, doi: 10.1057/palgrave.kmrp.8500039
[36] B. Mcelroy and C. Mills, “Managing Stakeholders,” in Gower Handbook of Project Management, 2016, pp. 757–779.
[37] S. Olander, “Stakeholder impact analysis in construction project management,” Constr. Manag. Econ., vol. 25, no. 3, pp. 277–287, 2007, doi: 10.1080/01446190600879125
[38] K. Y. Mok, G. Q. Shen, and J. Yang, “Stakeholder management studies in mega construction projects: A review and future directions,” Int. J. Proj. Manag., vol. 33, no. 2, pp. 446–457, 2015, doi: 10.1016/j.ijproman.2014.08.007
[39] Y. Fassin, “The stakeholder model refined,” J. Bus. Ethics, vol. 84, no. 1, pp. 113–135, 2009, doi: 10.1007/s10551-008-9677-4
[40] A. L. Mendelow, “Association for Information Systems AIS Electronic Library (AISeL) Environmental Scanning-The Impact of the Stakeholder Concept,” Proceedings, p. 20, 1981.
[41] D. Walker, A. Shelley, and L. Bourne, “Influence , Stakeholder Mapping and Visualisation Abstract :,” Constr. Manag. Econ. 2008, pp. 1–19, 2008.
[42] L. Bourne and D. H. T. Walker, “Visualising and mapping stakeholder influence,” Manag. Decis., vol. 43, no. 5, pp. 649–660, 2005, doi: 10.1108/00251740510597680
[43] T. L. Saaty, L. G. Vargas, Models, methods concepts and aplications of the analytic hierrarchy process. Boston, USA: Springer US. 2001. doi: 10.1007/978-1-4615-1665-1
[44] P. Aragonés-Beltrán, M. García-Melón, and J. Montesinos-Valera, “How to assess stakeholders’ influence in project management? A proposal based on the Analytic Network Process,” Int. J. Proj. Manag., vol. 35, no. 3, pp. 451–462, 2017, doi: 10.1016/j.ijproman.2017.01.001
[45] S. Ricart and S. Clarimont, “Modelling the links between irrigation, ecosystem services and rural development in pursuit of social legitimacy: Results from a territorial analysis of the Neste System (Hautes-Pyrénées, France),” J. Rural Stud., vol. 43, pp. 1–12, 2016, doi: 10.1016/j.jrurstud.2015.09.012
[46] W. Wang, W. Liu, and J. Mingers, “A systemic method for organisational stakeholder identification and analysis using Soft Systems Methodology (SSM),” Eur. J. Oper. Res., vol. 246, no. 2, pp. 562–574, 2015, doi: 10.1016/j.ejor.2015.05.014
[47] J. A. Lamberg, K. Pajunen, P. Parvinen, and G. T. Savage, “Stakeholder management and path dependence in organizational transitions,” Manag. Decis., vol. 46, no. 6, pp. 846–863, 2008, doi: 10.1108/00251740810882635
[48] K. Ronald, R. Bradley, and J. Donna, “Toward a theory of stakeholder identification and salience : Defining the principle of who and what really counts,” Acad. Manag. Rev., vol. 22, no. 4, p. 853, 1997.
[49] A. Payne, D. Ballantyne, and M. Christopher, “A stakeholder approach to relationship marketing strategy,” Eur. J. Mark., vol. 39, no. 7/8, pp. 855–871, 2005, doi: 10.1108/03090560510601806
[50] K. Pajunen, “Stakeholder influences in organizational survival,” J. Manag. Stud., vol. 43, no. 6, pp. 1261–1288, 2006, doi: 10.1111/j.1467-6486.2006.00624.x.
[51] M. Clarkson, The Corporation and Its Stakeholders: Classic and Contemporary Readings. 1998.
[52] J. Frooman, “Strategies Influence,” Acad. Manag., vol. 24, no. 2, pp. 191–205, 1999.
[53] C. Su, R. K. Mitchell, and M. J. Sirgy, “Enabling Guanxi management in China: A hierarchical stakeholder model of effective Guanxi,” J. Bus. Ethics, vol. 71, no. 3, pp. 301–319, 2007, doi: 10.1007/s10551-006-9140-3