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Abstract This study develops a longitudinal single-case study of the Neusoft Group to explore the value and internal logic of board social capital in the successive strategic changes of university spin-offs. The study finds that during the growth of university spin-offs, four board social capital emerge: academic, commercial, political, and professional. The board social capital continues to evolve and differentially impacts strategic change through structuring, bundling and leveraging resource orchestration actions. The use of diverse board social capital to promote strategic changes in university spin-offs essentially maps the change of the institutional logic embedded in enterprises from “academic and business logic go hand-in-hand” to “the emergence and interaction of multiple institutional logics” to “innovation of the dominant business logic”.
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Received: 26 July 2024
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