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Leveraging University Competitiveness: Evidence from Alliance Portfolio Practices at Zhejiang University

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  • Jia Zhou
  • Liang Mei
  • Jin Chen

Abstract

In the context of an emerging economy, how does a university choose an appropriate model for its relations with industry and maintain effective collaboration for the purpose of innovation? We provide a strategic analysis of the various organizational alliances and the construction of alliance portfolio, from the integration of resource-based view and institution-based view. Our study focuses on the case of alliance portfolio practices of Zhejiang University—involving the Zijin Innovation Town, the Collaborative Innovative Center, and the Transnational Alliance—and discusses the implications of engaging in an alliance portfolio to leverage university competitiveness, with the evidence learned from its alliance portfolio practice which highlights the coordination of resources and institutions of universities.

Suggested Citation

  • Jia Zhou & Liang Mei & Jin Chen, 2019. "Leveraging University Competitiveness: Evidence from Alliance Portfolio Practices at Zhejiang University," Emerging Markets Finance and Trade, Taylor & Francis Journals, vol. 55(4), pages 827-842, March.
    • Handle: RePEc:mes:emfitr:v:55:y:2019:i:4:p:827-842
    DOI: 10.1080/1540496X.2018.1504290
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    Cited by:

    1. Cui, Weijun & Li, Lu & Chen, Guang, 2022. "Market-value oriented or technology-value oriented? ——Location impacts of industry-university-research (IUR) cooperation bases on innovation performance," Technology in Society, Elsevier, vol. 70(C).
    2. Jia Zhou & Aifang Guo & Yutao Chen & Jin Chen, 2022. "Original Innovation through Inter-Organizational Collaboration: Empirical Evidence from University-Focused Alliance Portfolio in China," Sustainability, MDPI, vol. 14(10), pages 1-18, May.

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