A Novel Cost Efficient Evaluation Model for Assessing Research-Based Technology Transfer between University and Industry

2013 ◽  
Vol 64 (2) ◽  
Author(s):  
Abeda Muhammad Iqbal ◽  
Saima Iqbal ◽  
Adnan Shahid Khan ◽  
Aslan Amat Senin
Keyword(s):  
Research Collaboration ◽  
Evaluation Model ◽  
Intellectual Property Right ◽  
Industry Research ◽  
Industry Collaboration ◽  
Cost Efficient ◽  
Technological Competency ◽  
The University ◽  
University Industry ◽  
Successful Collaboration

Innovations and inventions are not outcomes of single activity of any organization. This is a result of collaboration of different partners. The evaluation of collaborated research between university and industry has created the greatest interest amongst the collaboration researchers as it can determine the feasibility and value of the collaboration. Despite the enormous importance of this collaboration, there have been certain problems in successful collaboration, for instance issues related to time, trainings, differences in their perceptions, orientations and goals, intellectual property right issues, some other technological competency and fund and financial matters are the key constraints that generates some how proportional to this collaboration. Thus to tackle the basis of these problems and to analyse the strength and weaknesses of these technological linkage, evaluation of such collaboration is highly demanded. This paper intends to illustrate an evaluation model to evaluate the university-industry collaboration and to enhance their technological linkage. For bridging the model, four important variables, constraints, evaluation parameter, success criteria and tangible outcome has been identified. The novelty of this model is, it is cost and time efficient and can be applied for any university-industry research collaboration.

An Effective Model for University-Industry Research Collaboration

2015 ◽  
pp. 210-226
Author(s):  
Joseph Naft
Keyword(s):  
Research Funding ◽  
Research Collaboration ◽  
The State ◽  
University System ◽  
Scarce Resources ◽  
Industry Research ◽  
Parent Organization ◽  
The University ◽  
Expert Faculty ◽  
University Industry

This chapter describes the Maryland Industrial Partnerships (MIPS) program, its genesis, operations, record, and impact. Founded in 1987, MIPS provides funding, matched by participating companies, for university-based research projects that help Maryland companies develop new products. Startup companies find the program attractive in leveraging their scarce resources in a non-dilutive, non-debt manner and effective in enlisting expert faculty and students in developing their company products. The State of Maryland finds the MIPS program attractive because of its significant economic impact and its high-multiple return of tax dollars to the State. The University System of Maryland faculty have embraced the program for the industry collaborations created and research funding provided. The effectiveness of the MIPS program is greatly enhanced by Maryland's robust innovation and entrepreneurship ecosystem built up over decades, a build-up whose acceleration coincided with the 1983 creation of MIPS' parent organization, now known as the Maryland Technology Enterprise Institute.

scholarly journals Developing students’ aptitudes through University-Industry collaboration

2015 ◽  
Vol 35 (3) ◽  
pp. 121-128 ◽  
Author(s):  
Miguel Aizpun ◽  
Diego Sandino ◽  
Inaki Merideno
Keyword(s):  
Engineering Students ◽  
Technical Knowledge ◽  
Collaborative Approach ◽  
Engineering Knowledge ◽  
Undergraduate Engineering ◽  
Student Community ◽  
Novel Approach ◽  
Industry Collaboration ◽  
The University ◽  
University Industry

<p>In addition to the engineering knowledge base that has been traditionally taught, today’s undergraduate engineering students need to be given the opportunity to practice a set of skills that will be demanded to them by future employers, namely: creativity, teamwork, problem solving, leadership and the ability to generate innovative ideas. In order to achieve this and educate engineers with both in-depth technical knowledge and professional skills, universities must carry out their own innovating and find suitable approaches that serve their students. This article presents a novel approach that involves university-industry collaboration. It is based on creating a student community for a particular company, allowing students to deal with real industry projects and apply what they are learning in the classroom. A sample project for the German sports brand adidas is presented, along with the project results and evaluation by students and teachers. The university-industry collaborative approach is shown to be beneficial for both students and industry.</p>

University–Industry Research and Training Partnerships

1997 ◽  
Vol 11 (3) ◽  
pp. 164-167 ◽  
Author(s):  
Michael Shattock
Keyword(s):  
International Markets ◽  
Industry Research ◽  
Considerable Success ◽  
Institutional Strategies ◽  
Training Programmes ◽  
The University ◽  
University Industry ◽  
And Training

The author examines the case of the University of Warwick and its institutional strategies for partnership with a variety of external organizations. He argues that universities need to change their missions, and to show strong leadership and an enterpreneurial approach to adapt to their local, national and international markets. In particular, the paper looks at the considerable success of the Warwick Manufacturing Group in developing training programmes and research in partnership with industry.

The Impact of Culture on University–Industry Knowledge Interaction in the Chinese MNC Context

2010 ◽  
pp. 295-320
Author(s):  
Jianzhong Hong ◽  
Johanna Heikkinen ◽  
Mia Salila
Keyword(s):  
Future Research ◽  
Transfer Of Knowledge ◽  
Global Competitiveness ◽  
Work In Process ◽  
Industry Collaboration ◽  
The University ◽  
Different Cultures ◽  
The Impact ◽  
Collaborative Knowledge ◽  
University Industry

Recent studies on university–industry collaboration have paid a growing attention to complementary knowledge interaction, which is of crucial importance for networked learning and knowledge co-creation needed in today’s rapidly changing markets and for gaining global competitiveness. The existent studies concentrate on the transfer of knowledge from the university to the company, and the impact of culture is examined with a focus on fundamentally different cultures between two types of organizations (i.e., between universities and firms). The studies, however, remain highly fragmented in cultural exploration on one level, and are primarily concerned with one-way technology and knowledge transfer. Research on more interactive knowledge interaction (e.g., collaborative knowledge creation) and especially in the Chinese context is seriously lacking. This chapter explores university–industry knowledge interaction in a broad sense, focusing on the development of a conceptual view on the understanding and analysis of the cultural impact in the Chinese MNC context. The chapter is an early work in process and it is theoretical in nature. It clarifies and elaborates key concepts and perspectives, and suggests implications for future research and practice regarding effective knowledge co-creation involving dissimilar cultures.

Trust and dynamic governance mechanisms in the university-industry R&D alliances

2020 ◽  
Vol 11 (2) ◽  
pp. 171-192
Author(s):  
Somchai Ruangpermpool ◽  
Barbara Igel ◽  
Sununta Siengthai
Keyword(s):  
Research Collaboration ◽  
Control Mechanisms ◽  
Governance Mechanisms ◽  
Informal Control ◽  
Content Type ◽  
Case Research ◽  
Thai Government ◽  
The University ◽  
University Industry ◽  
Depth Interviews

Purpose This paper aims to examine how the dynamic interplay of governance mechanisms of the university-firm R&D alliance reduces obstacles and enables the successful commercialization of research collaboration output. Design/methodology/approach A longitudinal case research and retrospective strategy were used to collect relevant data and information in the four university-and-firm alliance teams collaborating on R&D projects in Thailand during 2008-2014. In-depth interviews and meetings were conducted with representatives of all partners and R&D project teams. Findings The authors found that formal and informal control mechanisms act as complementary forms of governance. The informal control (trust) serves as the frame of intentions whether the formal control is interpreted as a guideline or a commitment. Both formal and informal control mechanisms must be put in place to successfully and sustainably develop collaborative research into a commercial product. Research limitations/implications This study investigated four Thai government-funded research collaboration teams from a single industry. It would be worth investigating such research collaboration in other industries and those without any government funding. Originality/value This study applied an exploratory case research method which is rarely used in research on R&D alliance teams. It generates cross-functional insights on how to build trust in such R&D context, especially in an emerging economy.

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