Jingshu Du

@article{van_burg_1425,

title = {When do academics patent outside their university? An in-depth case study},

author = {Elco Van Burg and Jingshu Du and Gerdien Kers Jannigje},

url = {https://www.sciencedirect.com/science/article/pii/S0166497221000687?via%3Dihub},

year  = {2021},

date = {2021-09-01},

journal = {Technovation},

volume = {107},

pages = {102287},

abstract = {A central theme of university entrepreneurship?including the generation and commercialization of university invented research?is academic patenting (referring to patenting by university scientists). This study explores

organizational-, individual- and patent-level factors and their respective relationship with academic patenting.

Based on a thorough investigation of all academic patents (that have at least one university scientist involved) from one of the largest Dutch research universities during the period 2000-2009, and further building on firsthand qualitative and quantitative data, the results show that Technology Transfer Offices (TTOs) are instrumental in generating more academic patents. However, this effect is predominantly manifested by the increase in the number of patents patented under the name (solely or jointly) of the university (university-owned patents), far more than the increase in the absolute volume of patents invented by the university (university-invented patents).

Further, regarding individual academic inventors, our study shows that, in general, male researchers and leadinventors

with higher academic rankings are less likely to abide by the TTOs, resulting in more patents being

filed outside the university. Regarding the academic invention, the value of the patent itself does not seem to be related to the choice of the ownership (e.g., university-owned or not) of the patent.},

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}

@article{du_1411,

title = {The up- and downside of collaboration in core and non-core technologies - Selective, contingent, and orchestrated openness in R&D collaborations},

author = {Jingshu Du},

url = {https://www.sciencedirect.com/science/article/abs/pii/S0019850121000468?via%3Dihub},

year  = {2021},

date = {2021-04-01},

journal = {Industrial Marketing Management},

volume = {94},

pages = {187-201},

abstract = {This paper contributes to the current debate about the ?knowledge sharing-protecting? tension in R&D collaborations by introducing a new angle for analyzing this paradox. Considering the role of internal knowledge sources of the firm, the paper introduces and empirically analyses the interplay between three knowledge governance mechanisms (selective, contingent, and orchestrated openness) and the different technological fields of the firm (core, related non-core, and distant non-core technologies). Based on a unique first-hand large-scale project-level dataset from a Global 100 firm across a 10-year span, this research finds that R&D collaborations selectively conducted in firm's related non-core technological fields promise the best innovation performance. Further, by orchestrating its projects across core and non-core technological fields in the same knowledge portfolio, the firm can leverage a network of inter-connected projects when collaborating with external partners. As such, the firm can strategically ?distribute? collaboration risks across multiple projects, while optimize its access to external knowledge that it intends to get. Finally, contrary to the common assumption, this study does not find any discriminating factors against market-based partners in their contribution to innovation in both core and non-core technologies.},

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}

@article{chen_1532,

title = {The Interaction between Internal R&D and Different Types of External Knowledge Sourc-ing: an Empirical Study of Chinese Innovative Firms},

author = {Yufen Chen and Wim Vanhaverbeke and Jingshu Du},

url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/radm.12162},

year  = {2016},

date = {2016-10-01},

journal = {R&D Management},

volume = {46},

number = {3},

pages = {1006-1023},

abstract = {This paper investigates to what extent internal R&D efforts and different types of external knowledge sources jointly affect innovation performance of firms in emerging economies. Based on a survey about external knowledge sourcing activities of Chinese innovative firms, we categorize external knowledge sources into four groups: science-based partners; horizontal connections; value chain partners, and technology service providers. We find that both internal R&D activities and external knowledge sourcing have a positive effect on firms' innovation performance. Strong internal R&D capabilities also increase the effect of sourcing from value chain partners and horizontal connections, but we do not find support for complementarity between internal R&D and collaborations with universities and research labs. These findings jointly suggest that the mixture of different types of external knowledge partners in combination with internal R&D capabilities is crucial in understanding the role of open innovation in emerging economies.},

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@article{du_1531,

title = {When Research Meets Development: Antecedents and Implications of Transfer Speed},

author = {Jingshu Du and Bart Leten and Wim Vanhaverbeke},

url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/jpim.12249},

year  = {2014},

date = {2014-10-01},

journal = {Journal Of Product Innovation Management},

volume = {31},

number = {6},

pages = {1181-1198},

abstract = {This paper focuses on the organization of new product development in large, R&D-intensive firms. In these firms, research and development activities are often separated. Research is conducted in dedicated research projects at specialized research labs. Once research results are achieved by research projects, they are transferred to business units for further development and commercialization. We investigate the speed whereby research projects transfer their first research results to business units (hereafter: transfer speed). In particular, we analyze the antecedents and performance implications of transfer speed. Based on data of 503 research projects from a European R&D intensive manufacturing firm, our results suggest that a fast transfer speed (as measured by the time it takes for a research project to develop and transfer its first research result to business units) is associated with a better research performance (as measured by the total number of transfers the research project generates). Moreover, we find that different types of external R&D partners?science-based and market-based partners?play distinct roles in speeding up project first research transfers. While market-based partnerships (i.e., customers and suppliers) generally contribute to a faster transfer of first research results, science-based partnerships (i.e., universities and research institutions) only speed up first research transfers of technologically very complex projects. Our results also show that early patent filings by research projects accelerate first research transfers.},

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pubstate = {published},

tppubtype = {article}

}

@article{du_1530,

title = {Managing Open Innovation Projects with Science-based and Market-based Partners},

author = {Jingshu Du and Bart Leten and Wim Vanhaverbeke},

url = {https://www.sciencedirect.com/science/article/abs/pii/S0048733313002278},

year  = {2014},

date = {2014-06-01},

journal = {Research Policy},

volume = {43},

number = {5},

pages = {828-840},

abstract = {This paper examines the relationship between (outside-in) open innovation and the financial performance of R&D projects, drawing on a unique dataset that contains information on the open innovation practices, management and performance of 489 R&D projects of a large European multinational firm. We introduce two types of open innovation partnerships - science-based and market-based partnerships - and examine their relationships with project financial performance. In addition, we investigate whether the open innovation?project performance relationships are influenced by the way how R&D projects are managed. Our results show that R&D projects with open innovation partnerships are associated with a better financial performance providing that they are managed in the most suitable way. Market-based partnerships are positively correlated with project performance if a formal project management process is used; however these partnerships are associated with a lower performance for loosely managed projects. In contrast, science-based partnerships are associated with higher project revenues for loosely managed projects only.},

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pubstate = {published},

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}

@article{vanhaverbeke_1536,

title = {Reframing the Role of Lead Users in Radical Innovations: an Open Innovation Perspective},

author = {Wim Vanhaverbeke and Jingshu Du},

url = {https://www.inderscienceonline.com/doi/abs/10.1504/IJBE.2010.032715},

year  = {2010},

date = {2010-04-01},

journal = {International Journal of Business Environment},

volume = {3},

number = {2},

pages = {202-220},

abstract = {Developing a strong relation with lead-users can have a strong effect on the commercial success of radical innovations. We consider lead-user interaction as an important yet underexplored research topic in open innovation. In particular, we seize three themes defining the role of lead users. First, open innovation requires that the role of lead users is not analysed only at the dyad level but also at the value network level. Second, we use the innovation funnel as a tool to analyse the dynamics between lead users and the innovating firm. Finally, we show how outbound innovation activities of the innovating firm have a profound impact on the relationship between the innovating firm and its lead users.},

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pubstate = {published},

tppubtype = {article}

}

@article{du_1537,

title = {A Firm-Centric Model on Technological Innovation},

author = {Jingshu Du and Yun Chen and K Xie},

url = {https://wenku.baidu.com/view/782191fd4afe04a1b071de7a.html?fr=income1-doc-search},

year  = {2008},

date = {2008-01-01},

journal = {Science and Technology Management Research},

volume = {28},

number = {10},

pages = {184-188},

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pubstate = {published},

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}