Who Controls Whom?: Interaction Dynamics and Success of University-Industry Initiatives

Who Controls Whom?: Interaction Dynamics and Success of University-Industry Initiatives

Ainurul Rosli (University of Wolverhampton, UK) and Peter Robinson (University of Wolverhampton, UK)
DOI: 10.4018/978-1-4666-8348-8.ch011
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Abstract

This chapter looks into the importance of having a clear identity of a boundary spanner in determining the role of the partners in a university-industry knowledge transfer programme. It highlights issues around the relationship between the business and the graduate as the boundary spanner, where the university's level of control differs between two programmes: Knowledge Transfer Partnership (KTP) and Knowledge Exchange and Enterprise Network (KEEN) programme. The four case studies illustrate interesting points since the university is the employer for the KTPs associate and the business is the employer for the KEEN associate, whilst successful KTP and KEEN projects rely on a full understanding of the role of the graduate within the business.
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University-Industry Knowledge Transfer

Knowledge transfer is a complicated and complex process (Bekkers & Bodas Freitas, 2008; Hughes, T., Bence, D., Grisoni, L., O’Regan, N. & Wornham, D, 2011), where all the parties participating actively will learn from the interaction. There are various types of university-industry knowledge transfer mechanisms dependent on the characteristics of knowledge (Rosli & Rossi, 2015) and level of formalization (Gertner, D., Roberts, J., & Charles, D., 2011) such as publication and patents from one end, and collaborative project and movement of people on the other (Schartinger, D., Rammera, C. Fischer, M.M, Frohlich, A., 2002). Much academic interest has focused on proprietary knowledge model of knowledge transfer, such as research commercialization or even patents, copyright, trademarks, design rights that can be sold or licensed, instead of the interactive model, where knowledge is transferred via direct interactions (Rosli & Rossi, 2015).

Key Terms in this Chapter

KTP: Knowledge transfer partnership, a university-industry collaboration schemes implemented in the United Kingdom, funded by the UK government.

LMC: Local Management Committee, meeting sessions to evaluate progress of the KTP project.

PPM: Project Progress Meeting, meeting sessions to evaluate progress of the KEEN project.

Triple Helix: A model of the knowledge-based economy whereby university, industry, and government operates according to an interactive rather than a linear model of innovation.

KEEN: Knowledge Exchange and Enterprise Partnership; Knowledge Transfer university-industry collaboration schemes implemented in the United Kingdom, funded by European Regional Development Funds.

ERDF: European Regional Development Fund; Funds allocated by the regional.

TSB: Technology Strategy Board and is now called Innovate UK. It is a government agency that supports and stimulates business-led innovation, removes barriers to innovation and manages funding competition of innovative programmes.

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