01912nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000700279520118300286653001801469653002701487653001501514653002501529653003101554653002801585100001801613700002101631856003001652       2021                        eng d  a1927-032100aThe Interplay of Digital Transformation and Collaborative Innovation on Supply Chain Ambidexterity0 aInterplay of Digital Transformation and Collaborative Innovation  aOttawabTalent First Networkc03/2021  a45-560 v113 aThis study aims at investigating the impact of digital transformation on the efficiency and adaptability of a supply chain (SC). It also identifies the role of collaborative innovation as a catalyst in these relationships. Survey data from Japanese manufacturing companies was examined using hierarchical multiple regression analysis to test the study’s hypotheses. According to the results, collaborative innovation with SC members, that is, suppliers and customers, strengthens the impact of digital transformation on adaptability, but not on efficiency. In contrast, collaborative innovation with market participants, such as competitors and partners, reinforces the positive relationship between digital transformation and efficiency, with no evidence supporting its effect on the innovation-adaptability relationship. These findings encourage firms to widen the scope of their collaborative innovation activities to include different types of partners. For firms with limited abilities to conduct such complex collaboration projects, the findings can assist managers in making well-informed decisions to include partners that accommodate prioritized organizational goals.10acollaboration10adigital transformation10ainnovation10aresource-based view.10asupply chain ambidexterity10asupply chain management1 aAbdalla, Sara1 aNakagawa, Koichi  utimreview.ca/article/142802229nas a2200253   4500008004100000022001400041245012500055210007100180260004200251300001000293490000600303520137500309653003101684653002601715653003301741653001701774653004001791100002101831700001901852700001701871700002401888700002601912856003701938       2017                        eng d  a1927-032100aA University–Industry Collaborative Entrepreneurship Education Program as a Trading Zone: The Case of Osaka University0 aUniversity–Industry Collaborative Entrepreneurship Education Pro  aOttawabTalent First Networkc06/2017  a38-490 v73 aTwo complementary problems are that busy practitioners find it difficult to access academic knowledge and university students lack practical experience. University–industry collaborative education is a potential solution for both of these problems by bringing together theoretical insights from universities and experiential know-how from industry. However, university–industry collaborative education has not been sufficiently studied to offer clear frameworks and mechanisms to foster effective knowledge exchanges between these two groups. In this article, we propose the metaphor of a “trading zone” as a potential analytical framework for implementing this method of education. Applying this framework to the analysis of a university–industry collaborative education program, this study proposes that the exchange of knowledge between students and practitioners is the essential learning experience and that it is made more meaningful by the heterogeneity between students and practitioners. The shared language provided by the program and those who deliver it make the exchanges efficient, and the temporary and extraordinary nature of the program accelerate those exchanges. Here, we analyze the case of Osaka University in Japan to illustrate the framework and develop associated propositions to encourage further study and validation of the framework.10aentrepreneurship education10aexperiential learning10atechnology commercialization10atrading zone10auniversity–industry collaboration1 aNakagawa, Koichi1 aTakata, Megumi1 aKato, Kosuke1 aMatsuyuki, Terumasa1 aMatsuhashi, Toshihiko  uhttp://timreview.ca/article/1083