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Follow the leader? How leadership behavior influences scientists' commercialization behavior (or not)

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  • Stefan Krabel
  • Alexander Schacht

Abstract

In this study we analyze the impact of organization leaders on their fellows' behavior in academia by utilizing the unique structure of the Max Planck Society. The latter is a leading research organization in Europe with autonomous institutes which center around appointed directors. Using panel data of commercialization activities and royalties received in the period 1980--2007, we observe that both director engagement in disclosure activity and royalty shares received at the institute level lead to a significant increase in invention disclosure by non-directors in the following year. Yet, both effects are only significant when regarding short-term time lags of one year. Utilizing information based on a survey performed with Max Planck scientists in 2007 we find that scientists' perceived academic relevance of commercialization neither relates to previous director involvement in disclosure activity nor to previous overall disclosure efforts within the institute. We conclude that directors have a short-term impact on fellow scientists' behavior while there is hardly any long-lasting impact on scientists' attitude or behavior. Thus, scientists' adaption to director behavior in academia is rather symbolic .

Suggested Citation

  • Stefan Krabel & Alexander Schacht, 2014. "Follow the leader? How leadership behavior influences scientists' commercialization behavior (or not)," Economics of Innovation and New Technology, Taylor & Francis Journals, vol. 23(2), pages 134-160, March.
    • Handle: RePEc:taf:ecinnt:v:23:y:2014:i:2:p:134-160
    DOI: 10.1080/10438599.2013.816107
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