Much past research on commercialization activities by university scientists and engineers has focused on the role of resources in the extra-organizational commercialization environment, such as the availability of venture capital funding.
This study examines perceptions of adequate resources that can facilitate or inhibit students' adoption of an online learning system, through an extension of the technology acceptance model (TAM) to include the perspectives of intra- and extra-organizational resources.
A sixth phase may be evolving in which growth depends on the design of extra-organizational solutions, such as creating a holding company or a network organization composed of alliances and cross-ownership.
If so, what kinds of organizational and extra-organizational resources are mobilized in this reproduction?
Like urban workers, their re-interpretation of suzhi was also directed by a strategic conversion of their extra-organizational identity.
Our case studies illuminate processes by which organizational status settles on those with (even meager) relative extra-organizational social advantages but not solely as an outcome of bureaucratic arrangements.
We show that boundaries between workers are reproduced and elaborated through three mechanisms: (1) administratively determined division of jobs, (2) extra-organizational collective identities that workers draw on to valorize their labor, and (3) third party (customer) preferences.
By focusing on three conversion mechanisms, the administrative division of jobs, workers' extra-organizational identities, and customer preferences, we show how dispositions are adapted to the specificity of organizational context.
The process involves three conversion mechanisms: administratively determined division of jobs, extra-organizational collective identities that some workers draw on to valorize their labor, and third party (customer) preferences.
The sixth phase later added refers to extra-organizational solutions like alliances, networks or mergers of organizations.
