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.

Investigating the factors that diminish the barriers to university-industry collaboration

The paper investigates the aviation sector, as a case in point for a Smart environment and as an example for Industry 5.0 and Society 5.0 purposes. In the smart complex environments, a systemic vision of the elements, which act and are acted within a given territory, should be the basis of a hypothesis of joint growth. Indeed, the synergies activated by the system can be seen as the product of the application of a particular knowledge-based open innovation strategy, as an orientation capable of transforming theoretical assumptions into concrete operational innovation paths. Through the evidence emerged from an important case study and the application of an MCDA methodology, we have tried to identify which are the optimal solutions for the implementation of the new human-centric logics of I5.0, analyzing them on the basis of the actual benefits for the ecosystem, going beyond the self-referential aptitude of the firm to instill technological changes and managerial visions. Knowledge circulation, dialogue between sub-systems, and the ability to adapt technology and entrepreneurial strategies to the environment in which it operates (with the users as first stakeholders) seem to be necessary practices in knowledge-based innovation, prioritization, and decision-making processes, for smart, sustainable, and inclusive solutions.

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Smart Environments and Techno-centric and Human-Centric Innovations for Industry and Society 5.0: A Quintuple Helix Innovation System View Towards Smart, Sustainable, and Inclusive Solutions

Abstract University–Industry Collaboration networks are increasingly significant to national economies. Previous studies have identified barriers and enablers of University–Industry Collaborations, however our understanding of the evolution of such collaborations is still limited thereby restricting our ability to nurture their development. This study explores the establishment of a successful University–Industry Collaboration and considers a range of perceived barriers and enablers through four emergent evolutionary phases: embryonic, initiation, engagement and established . The study adopted a qualitative research approach using a single site case study, focusing on the pharmaceutical industry, with 10 multinational firms and 8 academic institutions involved in a pharmaceutical collaboration. The results demonstrate that specific University–Industry Collaboration barriers and enablers emerge at different points in time, for example, strong lack of trust; strong fear of knowledge leakage, reluctance to share in the embryonic phase evolve to achieving integrity based trust and an intellectual property agreement in the engagement phase. These barriers were overcome using a range of phase appropriate mechanisms, for example, prior experience of the partners was critical in the embryonic phase, while cohesiveness and knowledge complementarity were vital in the engagement phase. The study emphasizes the significance of public funding and its distribution among members in order to support industry evolution and competitiveness. The University–Industry Collaboration continues to attract new participants and additional network-specific investments and has become a global centre of excellence for pharmaceutical research and development. 

/pdf/establishing-successful-university-industry-collaborations-2n2lpm6i.pdf

Establishing successful university–industry collaborations: barriers and enablers deconstructed

Abstract Collaborations between actors from different sectors (governments, firms, nonprofit organizations, universities, and other societal groups) have been promoted or mandated with increasing frequency to spur more innovative activities. This article argues that there is an essential gap in evaluating the issues of these collaborative arrangements on innovation and a need to theorize the costs of these arrangements systematically. This article identifies three implicit assumptions in current research that prevent a sound analysis of the costs of collaborative innovation and advances a new cost theory based on the integration of studies from several research fields and explanations provided by three main economic theories: transaction cost economics, game theory, and the knowledge-based view. In particular, four overarching factors are posited to impact the effectiveness of collaboration for innovation: governance (the number of collaborators and the hierarchical relationships among them); compactness (the degree of relationship formality that binds collaborators together); reliability (the quality of the relationships); and institutionalization (the extent to which the relationships have been pre-established by practice). We discuss the importance of leveraging these factors to determine an optimal governance structure that allows collaborating actors to minimize transaction, cooperation, and knowledge costs, and to reward participants proportionally to the cost they bear, in order to foster conditions of reciprocity, fair rates of exchange, and distributive justice. 

/pdf/the-costs-of-collaborative-innovation-3tvm6l46.pdf

The costs of collaborative innovation

Mutualism in ecosystems of innovation and entrepreneurship: A bidirectional perspective on universities’ linkages

The rapid development of technology and knowledge-based economies has drawn attention to the linkage between academic institutions and private industries. Universities are a major source of knowledge creation; different industries are increasingly recognizing the importance of scientific knowledge creation and seeking alliances with universities to not only enhance their knowledge base but also gain a competitive advantage. To facilitate university–industry collaborations (UICs), financial support from governments and industries is necessary for resource allocation. This study investigates the effects of UIC funding on universities’ technology innovation performance in Taiwan. The Taiwanese government has implemented a variety of policies and programs to enhance the research innovation capability of universities and bridge the gap between academic research and industrial application. Three fundamental factors of UIC environments within universities—namely, management mechanism, innovation climate, and reward system—are identified as critical antecedents of UIC funding and universities’ technology innovation performance. The results reveal that UIC funding is directly instrumental to universities’ technology innovation. The UIC management mechanism and innovation climate within universities support diverse UIC funding. In addition, mechanism incentives affect directly and moderately university researchers’ involvement in and contribution to technology innovation.

Factors of university–industry collaboration affecting university innovation performance

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Factors of university–industry collaboration affecting university innovation performance