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Journal ArticleDOI

Universities-Industry Collaboration: A Systematic Review

TL;DR: In this article, the authors employed a systematic procedure to review the literature on universities-industry collaboration (UIC) and identified five key aspects, which underpinned the theory of UIC.
Abstract: The collaboration between universities and the industry is increasingly perceived as a vehicle to enhance innovation through knowledge exchange. This is evident by a significant increase in studies that investigate the topic from different perspectives. However, this body of knowledge is still described as fragmented and lacks efficient comprehensive view. To address this gap, we employed a systematic procedure to review the literature on universities-industry collaboration (UIC). The review resulted in identifying five key aspects, which underpinned the theory of UIC. We integrate these key aspects into an overarching process framework, which together with the review, provide a substantial contribution by creating an integrated analysis of the state of literature concerning this phenomenon. Several research avenues are reported as distilled from the analysis.
Citations
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01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

17 Jun 2009
TL;DR: This article explored the influence of different mechanisms in lowering barriers related to the orientation of universities and to the transactions involved in working with university partners, and explored the effects of collaboration experience, breadth of interaction, and inter-organizational trust on lowering different types of barriers.
Abstract: Although the literature on university–industry links has begun to uncover the reasons for, and types of, collaboration between universities and businesses, it offers relatively little explanation of ways to reduce the barriers in these collaborations. This paper seeks to unpack the nature of the obstacles to collaborations between universities and industry, exploring influence of different mechanisms in lowering barriers related to the orientation of universities and to the transactions involved in working with university partners. Drawing on a large-scale survey and public records, this paper explores the effects of collaboration experience, breadth of interaction, and inter-organizational trust on lowering different types of barriers. The analysis shows that prior experience of collaborative research lowers orientation-related barriers and that greater levels of trust reduce both types of barriers studied. It also indicates that breadth of interaction diminishes the orientation-related, but increases transaction-related barriers. The paper explores the implications of these findings for policies aimed at facilitating university–industry collaboration.

858 citations

01 Jan 2003
TL;DR: This invited paper explores the example of information security, a mode of design that incorporates the assembly of information systems from a wide variety of platform ecosystems that requires more creativity to develop needed functionality from a finite set of available platforms.
Abstract: Because ‘going digital’ regards using digital technologies to fundamentally change the way things get done, information security is necessarily engaged in going digital. Society and science are going digital. For the sciences, this digitalization process invokes an emerging model of the science of design that incorporates the assembly of information systems from a wide variety of platform ecosystems. According to principles of bounded rationality and bounded creativity, this mode of design requires more creativity to develop needed functionality from a finite set of available platforms. Going digital requires more creativity in designers of all types of information systems. Furthermore, the designers’ goals are changing. The traditional model of information systems is representational: the data in the system represents (reflects) reality. Newer information systems, equipped with 3D printing and robotics actually create reality. Reality represents (reflects) the data in the system. This invited paper explores the example of information security. Designers of security for information systems not only must be more creative, they must design for more goals. The security task is no longer just protecting the digital system, the security task is protecting the products of the digital system. These innovations have particular implications for information systems curricula at university, too.

250 citations


Cites background or methods from "Universities-Industry Collaboration..."

  • ...Individuals are known to be more creative when given operating limits [4]....

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  • ...Some studies have revealed that lecturers are turning to social media in the academic environment with the aim to create an innovative learning environment [4,6]....

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  • ...This stems from the pressure on academic researchers to publish in order to acquire promotions and qualify for applications for grants or projects [4]....

    [...]

  • ...Cappelleri and Vitoroulis, for example, replaced a semester-long robotics competition with project-based learning tasks stretching over one week periods [4]....

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  • ...Their authors agree that human cognitive resources are limited and that placing competing demands on cognition can lead to decreased task performance [4]....

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Posted Content
TL;DR: The authors identify the value creation and capture mechanisms embedded in these ties through a theoretical framework of two conceptual public-private structural alternatives, each associated with different value-creating capacities, rationales, and outcomes.
Abstract: Intersecting the boundaries of public and private economic activity, public-private ties carry important organizational strategy, management, and policy implications. We identify the value creation and capture mechanisms embedded in these ties through a theoretical framework of two conceptual public-private structural alternatives, each associated with different value-creating capacities, rationales, and outcomes. Two important restraints on private value capture--public partner opportunism and external stakeholder activism--arise asymmetrically under each form, carrying a critical effect on partnership outcomes.

217 citations

Journal ArticleDOI
Abstract: This paper identifies practices that can facilitate knowledge transfer in university–industry (U–I) research partnerships by systematically reviewing extant literature. We aim to contribute to the theoretical development in the field of academic engagement and propose that knowledge transfer provides a valuable perspective. We started our review with identifying barriers and facilitators of knowledge transfer. Extant literature identified knowledge differences and differences in goals resulting from different institutional cultures as important barriers to knowledge transfer. They result in ambiguity, problems with knowledge absorption and difficulties with the application of knowledge. Trust, communication, the use of intermediaries and experience are found as facilitators for knowledge transfer that help to resolve the identified barriers. Our analysis offers practical advice for the management of academic engagement. Finally, we identified questions for future research based on inconsistencies in extant research and open questions we encountered during our analysis.

186 citations


Cites background or methods or result from "Universities-Industry Collaboration..."

  • ...Our search terms were based on previous reviews by Ankrah and AL-Tabbaa (2015) and Perkmann et al....

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  • ...This is in contrast with the findings of Ankrah and AL-Tabbaa (2015), who argue that U–...

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  • ...2013), factors that affect collaboration but did not focus on academic engagement, its management or knowledge transfer (Ankrah and AL-Tabbaa 2015; Agrawal 2001), tried to define academic engagement (Perkmann and Walsh 2007) or discussed policies (Hagedoorn 2002; Hagedoorn et al....

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  • ...(2013) and Ankrah and AL-Tabbaa (2015) we used the principles and process of a systematic literature review (Tranfield et al....

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  • ...This could be due to a difference in focus, as Ankrah and AL-Tabbaa (2015) focus on negotiations in the pre-collaboration phase and their data included many results related to academic entrepreneurship, while the papers we analysed focus on the execution of the project and research partnerships....

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References
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Book
12 Jan 1994
TL;DR: This book presents a step-by-step guide to making the research results presented in reports, slideshows, posters, and data visualizations more interesting, and describes how coding initiates qualitative data analysis.
Abstract: Matthew B. Miles, Qualitative Data Analysis A Methods Sourcebook, Third Edition. The Third Edition of Miles & Huberman's classic research methods text is updated and streamlined by Johnny Saldana, author of The Coding Manual for Qualitative Researchers. Several of the data display strategies from previous editions are now presented in re-envisioned and reorganized formats to enhance reader accessibility and comprehension. The Third Edition's presentation of the fundamentals of research design and data management is followed by five distinct methods of analysis: exploring, describing, ordering, explaining, and predicting. Miles and Huberman's original research studies are profiled and accompanied with new examples from Saldana's recent qualitative work. The book's most celebrated chapter, "Drawing and Verifying Conclusions," is retained and revised, and the chapter on report writing has been greatly expanded, and is now called "Writing About Qualitative Research." Comprehensive and authoritative, Qualitative Data Analysis has been elegantly revised for a new generation of qualitative researchers. Johnny Saldana, The Coding Manual for Qualitative Researchers, Second Edition. The Second Edition of Johnny Saldana's international bestseller provides an in-depth guide to the multiple approaches available for coding qualitative data. Fully up-to-date, it includes new chapters, more coding techniques and an additional glossary. Clear, practical and authoritative, the book: describes how coding initiates qualitative data analysis; demonstrates the writing of analytic memos; discusses available analytic software; suggests how best to use the book for particular studies. In total, 32 coding methods are profiled that can be applied to a range of research genres from grounded theory to phenomenology to narrative inquiry. For each approach, Saldana discusses the method's origins, a description of the method, practical applications, and a clearly illustrated example with analytic follow-up. A unique and invaluable reference for students, teachers, and practitioners of qualitative inquiry, this book is essential reading across the social sciences. Stephanie D. H. Evergreen, Presenting Data Effectively Communicating Your Findings for Maximum Impact. This is a step-by-step guide to making the research results presented in reports, slideshows, posters, and data visualizations more interesting. Written in an easy, accessible manner, Presenting Data Effectively provides guiding principles for designing data presentations so that they are more likely to be heard, remembered, and used. The guidance in the book stems from the author's extensive study of research reporting, a solid review of the literature in graphic design and related fields, and the input of a panel of graphic design experts. Those concepts are then translated into language relevant to students, researchers, evaluators, and non-profit workers - anyone in a position to have to report on data to an outside audience. The book guides the reader through design choices related to four primary areas: graphics, type, color, and arrangement. As a result, readers can present data more effectively, with the clarity and professionalism that best represents their work.

41,986 citations

Book ChapterDOI
TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

32,981 citations

Book ChapterDOI
01 Mar 2010

18,472 citations

Journal ArticleDOI
TL;DR: In this paper, the authors propose a paradigm for managing the dynamic aspects of organizational knowledge creating processes, arguing that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge.
Abstract: This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

17,196 citations

Journal ArticleDOI
TL;DR: In this article, the authors present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and proces.
Abstract: Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described as “the organizational advantage,” rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage as accruing from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body of work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital; (2) organizations, as institutional settings, are conducive to the development of high levels of social capital; and (3) it is because of their more dense social capital that firms, within certain limits, have an advantage over markets in creating and sharing intellectual capital. We present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and proces...

15,365 citations

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What are the benefits of using a system theory approach to collaboration between industry and universities?

The paper does not specifically mention the benefits of using a systems theory approach to collaboration between industry and universities.