The Global Knowledge Value Chain on Sustainability: Addressing Fragmentations through International Academic Partnerships

While research on universities’ role in sustainability transitions has flourished in recent years, explorations into the potential of academic internationalization for the promotion of sustainability transitions are still rare. This article aims at contributing to this incipient literature by emphasizing an underexplored property of international academic networks and transnational academic cooperation: their potential to break disciplinary and geographical barriers in the global debates on how transitions towards sustainability can be achieved. When realizing this potential, international partnerships are able to provide more comprehensive knowledge to inform sustainability transitions while shaping sustainability transitions in various places at the same time. This article pursues three objectives: First, it introduces the concept of the “global knowledge value chain on sustainability” and explores its value as a heuristic to understand global knowledge production relevant for sustainability transitions. Furthermore, it identifies two fragmentations in this chain resulting from global inequalities and specific dynamics within the global science community. Second, it confirms empirically the fragmentations of this global knowledge value chain on sustainability. Third, it provides good practice ideas on how international academic partnerships can overcome these fragmentations by drawing on the authors’ experience with the international partnership “trAndeS—Postgraduate Program on Social Inequalities and Sustainable Development in the Andean Region” carried out by the Institute of Latin American Studies of Freie Universität Berlin and the Department of Social Sciences of the Pontificia Universidad Católica del Peru (PUCP).

A “knowledge value chain” framework for contractor organisations to maximise chances of winning tenders

PurposeKnowledge is a critical asset that places contractor organisations at a competitive advantage when they take part in competitive tendering. However, a dearth of literature exists on the mechanisms that contractor organisations can adopt to utilise knowledge to gain competitive advantage and win tenders through competitive tendering.Design/methodology/approachThe study adopted an interpretive stance with a qualitative approach that comprised a literature review, 15 expert interviews and three case studies. The literature review and expert interview findings were used to develop an intermediate framework of knowledge value chain (KVC), while the case study findings were used to develop the final KVC framework with the intermediate framework as the basis.FindingsThe study developed, in three distinctive steps, a KVC framework based on Powell's (2001) KVC for use by the tendering divisions/units of contractor organisations employing quantity surveyors (QSs) to handle tendering work and to increase their chances of winning tenders.Originality/valueThe study developed a KVC framework for the use of contractor organisations to maximise their chances of winning tenders in the field of quantity surveying.