@article{castonguay_artificial_2025,

title = {Artificial Intelligence: A Lever for University-Industry Collaboration – An Exploratory Review},

author = {Yan Castonguay and R. Hamouti},

url = {https://www.ijlt.org/show-177-1150-1.html},

doi = {10.18178/ijlt.11.4.212-217},

issn = {23772891},

year  = {2025},

date = {2025-01-01},

urldate = {2025-01-01},

journal = {International Journal of Learning and Teaching},

pages = {212–217},

abstract = {A Just as Henry Ford's industrial revolution transformed production methods, Artificial Intelligence (AI) is now revolutionizing various sectors, including higher education. AI is redefining the way we learn, work, and collaborate. This technology creates both opportunities and challenges for industries. This study explores how AI can enhance collaboration between academia and industry by investigating three key research questions: What are the impacts of AI on higher education and academic research? What conditions facilitate its integration in academic institutions? What strategies strengthen university-industry collaboration through AI? The methodology used is based on the analysis and synthesis of 26 articles related to this important topic. The analysis highlights critical factors for AI adoption, such as technological infrastructure, faculty training, and ethical considerations. Furthermore, it outlines essential collaboration strategies, including joint research initiatives, AI-driven academic programs, and industry partnerships. Finally, the literature analysis has revealed some promising avenues for guiding future studies on the integration of AI in university-industry collaboration.},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{le_roy_vertical_2022,

title = {Vertical vs horizontal coopetition and the market performance of product innovation: An empirical study of the video game industry},

author = {F. Le Roy and F. Robert and R. Hamouti},

url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85118828275&doi=10.1016%2fj.technovation.2021.102411&partnerID=40&md5=f455c23f06fdd531e405382ddfdd7efd},

doi = {10.1016/j.technovation.2021.102411},

issn = {01664972},

year  = {2022},

date = {2022-01-01},

journal = {Technovation},

volume = {112},

publisher = {Elsevier Ltd},

abstract = {The aim of this research is to study the impact of coopetition on the market performance of product innovation. Previous research suggests, on the one hand, that coopetition is a powerful strategy for innovation but, on the other hand, that coopetition creates opportunism risk. Therefore, the impact of coopetition on innovation depends on external and internal conditions. This impact also differs according to the radicalness of the focal innovation. Past studies have identified many different factors that influence the impact of coopetition on innovation. However, they have not taken into account the different types of coopetition. To fill this gap, here, 1) we introduce a key distinction between the two main types of coopetition, i.e., vertical vs horizontal coopetition and 2) we distinguish between the impacts of these two types of coopetition on the market performance of two types of innovation, i.e., incremental vs radical innovation. We build a set of four hypotheses and test them on a sample of 763 new products in the video game industry. The results show that 1) horizontal coopetition has a positive impact on the market performance of radical and incremental innovation, 2) horizontal coopetition has a greater impact on the market performance of radical innovation 3) vertical coopetition has no impact on the market performance of innovation, and 4) the null impact of vertical coopetition is true for both radical and incremental innovation. © 2021},

note = {Publisher: Elsevier Ltd},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{hamouti_alone_2021,

title = {ALONE or in COOPERATION: WHAT IS the BEST STRATEGY for the PERFORMANCE of RADICAL PRODUCT INNOVATION in the VIDEO GAME INDUSTRY?},

author = {R. Hamouti},

url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85120833529&doi=10.1142%2fS1363919621501000&partnerID=40&md5=01c85e1f5fb2675cc44f18e1c7dc28cd},

doi = {10.1142/S1363919621501000},

issn = {13639196 (ISSN)},

year  = {2021},

date = {2021-01-01},

journal = {International Journal of Innovation Management},

volume = {25},

number = {9},

publisher = {World Scientific},

abstract = {The aim of this research is to study the impact of inter-organisational strategies on performance of radical product innovation. We distinguish three kinds of strategies: (1) individual strategy, (2) cooperation with non-rivals strategy, and (3) coopetition strategy. We study innovation at the product level, and we analyse the market performance. We develop and test the hypotheses comparing the effects of these three strategies on the market performance of radical product innovation. An empirical research is carried out to study the video game publishing industry. We perform a quantitative analysis on a sample of 100 video games that involve radical innovations, identified among 822 video games launched between 2006 and 2011. The main results show that coopetition is the most fruitful strategy for developing a radical innovation. In this process, a direct competitor becomes the best and the most viable partner for that type of innovation. © 2021 World Scientific Publishing Europe Ltd.},

note = {Publisher: World Scientific},

keywords = {},

pubstate = {published},

tppubtype = {article}

}