This chapter contribution to the edited volume addresses the importance of leadership relationships in cooperative research centers including industry and university members and describes how these coalitions contribute to innovation and technology transfer. The authors Donald D. Davis, Janet L. Bryant, and Julia Zaharieva report results from a study that examined the strength and effects of the leadership relationship between center directors and the university administrators to whom they report in all Industry/University Cooperative Research Centers supported by the National Science Foundation in the United States. Leader-member exchange (LMX) and trust were positively related to research center performance. University administrator ratings of center performance fully mediated the positive relationship between leader-member exchange and trust and the extent to which university administrators reported satisfaction with and commitment to the Industry/ University Cooperative Research Center that reported to them. The authors discuss the manner in which leadership relationships and cooperative research center performance mutually reinforce each other at different levels of analysis and the importance of this in creating and transferring technology in industry-university research partnerships. For complementary examinations, see the chapter contribution by Craig and colleagues on leadership performance in cooperative research centers.
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