A Case Study of a University-Industry STEM Partnership in Regional Queensland

Author(s):  
Linda Pfeiffer ◽  
Kathryn Tabone
Keyword(s):  
2021 ◽  
Vol 5 (2) ◽  
Author(s):  
Stuart Gray ◽  
Chris Bevan ◽  
Kirsten Cater ◽  
Jo Gildersleve ◽  
Caroline Garland ◽  
...  

Collaborations between human–computer interaction (HCI) researchers and arts practitioners frequently centre on the development of creative content using novel – often emergent – technologies. Concurrently, many of the techniques that HCI researchers use in evaluative participant-based research have their roots in the arts – such as sketching, writing, artefact prototyping and role play. In this reflective paper, we describe a recent collaboration between a group of HCI researchers and dramatists from the immersive theatre organization Kilter, who worked together to design a series of audience-based interventions to explore the ethics of virtual reality (VR) technology. Through a process of knowledge exchange, the collaboration provided the researchers with new techniques to explore, ideate and communicate their work, and provided the dramatists with a solid academic grounding in order to produce an accurate yet provocative piece of theatrically based design fiction. We describe the formation of this partnership between academia and creative industry, document our journey together, and share the lasting impact it has had upon both parties.


2014 ◽  
Vol 11 (01) ◽  
pp. 1440005 ◽  
Author(s):  
JOHANNA WALLIN ◽  
OLA ISAKSSON ◽  
ANDREAS LARSSON ◽  
BENGT-OLOF ELFSTRÖM

A key challenge for competence networking is the difficulty of contextual understanding between people from different organizations. Despite close collaboration, full insight into a company is difficult, although desirable, for university partners to achieve and vice versa. The case study described in this paper is of a company with long experience of university–industry collaboration. The paper reports on a designerly approach to overcome barriers of university–industry collaboration. The approach is combined with strategic, tactic and operational dimensions. It builds on three corresponding mechanisms: a tool to facilitate strategic understanding, workshops to facilitate tactical co-creation, and prototyping to facilitate operational ideation.


2018 ◽  
Vol 31 (1) ◽  
pp. 62-82
Author(s):  
Fei Li ◽  
Jin Chen ◽  
Yu-Shan Su

Purpose Collaboration with universities is an important innovation strategy for enterprises. However, currently very little research has focused on how such university-industry collaborative innovation activities should be managed. The paper aims to discuss this issue. Design/methodology/approach This paper introduces the university-industry collaborative innovation practices of Zhejiang NHU Company in China. By using a case study as the method, this paper aims to illustrate the mechanism of university-industry collaborative innovation and how to manage the collaborative innovation activities efficiently. Findings Zhejiang NHU Company established a university-industry collaborative innovation link through three innovation platforms: the technology R&D center, the ZJU-NHU joint-research center, and the national engineer center. Zhejiang NHU Company manages its collaborative relationships with universities through this innovation network. Originality/value NHU Company managed the collaborative relationship efficiently with the institutions, representing an effective degree of university-industry collaborative innovation management.


2020 ◽  
Vol 13 (4) ◽  
pp. 819-843
Author(s):  
Gabriela Fernandes ◽  
David O' Sullivan ◽  
Eduardo B. Pinto ◽  
Madalena Araújo ◽  
Ricardo J. Machado

PurposeUniversity–industry projects provide special challenges in understanding and expressing the values required of project management (PM) in delivering stakeholder benefits. This paper presents a framework for understanding, identifying and managing the values of PM in major university–industry R&D projects.Design/methodology/approachThe value framework identifies for each of the key stakeholders, the key PM values that may require to be managed and are largely derived from research literature. Empirical research then explores, prioritises and selects key PM values that need to be managed for a specific project. A large case study is used involving one university and one industry collaborating on a multi-million Euro initiative over six years. Empirical research was conducted by researchers who observed at close quarters, the challenges and successes of managing the competing values of key stakeholders.FindingsThe value framework takes a stakeholders' perspective by identifying the respective PM values for each of six stakeholders: university–industry consortium, university, industry, R&D external entities, funding entity and society.Research limitations/implicationsThe research was performed using only one case study which limits the generalisability of its findings; however, the findings are presented as a decision support aid for project consortia in developing values for their own collaboration.Practical implicationsGuidance and decision support are provided to multi-stakeholder research consortia when selecting values that need to be managed for achieving tangible and intangible project benefits.Originality/valueThe paper demonstrates a proposed framework for designing and managing the value of PM in large multi-stakeholder university–industry R&D projects.


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