Emerging Research and Trends

This chapter serves as a review of the emerging research related to academy-business partnerships by examining dissertations, masters theses, and some reports in the past few decades. Given that most research from dissertations is not published in scholarly journals nor books, this review provides insight into the exploration of relevant topics. An attempt has been made to cluster prior work into related groupings so that a portrait of existing research can emerge. The sparse studies included in this review yielded thin clusters of research on model development, fiscal adaptations, and idiosyncratic case studies. The largest grouping of somewhat fragmented research is clustered around examinations of individuals within the partnerships and partnership-making; this latter grouping explores the various actors from the business or academy sides of such partnerships. A summary of a NACRO survey is also included to provide research-based perspectives of actual academy-business partnerships.

Professional Organizations Supporting Academy-Business Partnerships

This chapter explores four categories of organizations that support academy-business partnerships. First, there are general organizations that guide higher education behavior in academy-business partnerships. This area also includes third-party accrediting agencies and rankings. Second, there are also general organizations that guide business-industry relationships in academy-business partnerships. Some in this area also include third-party indices and ratings of businesses and corporations. Third, some support organizations emphasize human resource, human capital, or talent and skill development including career services and relationships with professional associations, student clubs, honor societies, and alumni relations. Finally, some organizations are research and/or commercialization related for technology transfer. While these supporting organizations are independent, they periodically interact to share ideas and best practices.

Introduction to Academy-Business Inter-Organizational Partnerships

This chapter explores organizational theory including inter-organizational behavior and several pro-social concerns for both individuals and organizations. A wide range of organizational theories support academy-business inter-organizational partnership functionality. Such theories include rational, natural, and open systems; identity and pro-social behavior; institutional theory; resource dependence theory; social exchange theory; stakeholder theory; and academic capitalism. Inter-organizational behavior is supported by network functionality as well as cross-sectional involvement by the federal and state governments. Inter-organizational partnerships are complex. Little research has been a focus specifically between higher education and companies. The academy-business inter-organizational partnership typology is introduced as a framework for exploring these relationships including concerns of philanthropic, transactional, symbiotic, and synergistic partnership dimensions.

Sustaining Long-Term Success of Academy-Business Relationships

This chapter reflects on the other chapters in the book with an emphasis on turmoil and flux in both higher education and business. Major concerns include self-preservation, resource management, and transformational purposes. Separately, the academy and for-profit realms are facing complex issues. Once involved in inter-organizational partnerships, maintenance of successful relationships is promoted through organizational learning, collaborative cognition, and ethics. Again, issues and viewpoints from each direction are summarized and discussed: a business perspective and the academy's perspective. With fewer than 50 years of attention in this area and minimal organized research, the need for more and deeper exploration and inquiry are paramount and outlined.

Developing Partnership Measurements

This chapter ponders how to best measure academy-business partnerships. While metrics, key performance indicators, balanced scorecards, objectives and key results, and dashboards are important, questions remain on what to measure, how, and a number of complex dynamics that exist given the multi-variate, multi-level, and multi-dimensional considerations. While many tools, indices, and checklists have emerged, none specifically report on academy-business partnerships. Thus, it is also the time of data chaos. The Clevenger Nexus is in ongoing development and considers three axes, which would need to include a host of variables in each area of investment, issue, and innovation. Various statistical methods, opportunities, and challenges are explored relevant to the journey and process of developing such a model.

Synergistic Partnerships

This chapter illuminates committed inter-organizational behavior as synergistic partnerships exhibited through enmeshed organizational functionality stemming from ingrained, holistic, jointly shared values, and interactions in collaborations. The core beliefs overlap and appear seamless. These collaborations include not only the exchange of information, but more depth to define and to create important processes and activities toward common goals, to share resources, and to provide content solutions to pressing needs and issues. Involved organizations are highly orchestrated from their DNA and culture to their performance with authenticity. These synergistic partnerships are highly functioning and sometimes create a separate birthed cause, initiative, or new organization. Discussion includes concerns of applied research in sponsored research leading to commercialization, P3s, business development, and economic development.

Transactional Partnerships

This chapter explores reciprocal interorganizational relationships as transactional partnerships. This scenario requires a mutual exchange of monetary or other resource support from a business or corporation for an intended purpose or performance outcome by a college or university. The transactional and reciprocal forms also include actions of pro-social behavior discussed in Chapter 3 but including a cost-reward analysis and risk-trust analysis. Successful academy-business transactional partnerships likely include cause-related brand engagement and ultimately yield win-win results for both parties when executed ethically. Transactions are usually contracted, documented, and monitored for performance. Ethical problems in transactions may include an imbalance in power dynamics, conflicts-of-interest, competition (or opportunity for replacement), or failure of performance.

Historical Interplay of Funding and Finance in U.S. Higher Education

This chapter provides an historical portrait of the complex and emergent journey of U.S. higher education with an emphasis on funding and fiscal dynamics. Topics explore the various time periods that have shaped higher education and financial means through state and federal governments, philanthropic donations, and the integration of business and corporate partnerships. The role(s) and goal(s) of the academy have evolved over time as the country expanded and business practices emerged. However, there is no centralized plan for the development or maintenance of U.S. higher education. This chapter traces the rise of higher education, the growth of business and industry, and the shift of governmental oversight and wherewithal. This interplay of funding and finance includes the role of business revenue in the initiation, maintenance, and growth of universities and colleges.

Philanthropic Partnerships

This chapter explores corporate philanthropy. From the higher education side, the process includes developing strategy, developing a case statement (i.e., a justification of needs and wants), research and prospect identification, communication and verification of interest, cultivating the friendship or relationship, making the ask, tracking and using resources, and thanking and recognition. From the corporate side, philanthropy may be bifurcated as altruistic and benevolent or as strategic and instrumental fulfilling societal expectations, town-and-gown functionality, or community goodwill. A range of motives exist for both the academy and businesses in these interorganizational relationships—typically economic, social, or environmental. Ethics plays a role in these dynamic interactions on the individual, organizational, and institutional levels.

Symbiotic Partnerships

This chapter addresses sophisticated organization interactions via symbiotic partnerships. These arrangements are dynamic and high performing, yet organizations maintain their independence and identities as they commit to shared goals and productivity. Both organizations co-brand efforts and take joint ownership, accolades, and responsibility. These arrangements are typically multi-year and have potential for multiple interorganizational projects and initiatives. While philanthropic and transactional partnerships serve as a “courtship” based on attraction, compatibility, and initial interaction, symbiotic partnerships for academy-business relations progress to another plane.