A European clustering study with Knowledge Transfer Office DNA

Kreiling, Laura; Scanlan, John

doi:10.1504/ijipm.2020.111368

Cited by 5 publications

(2 citation statements)

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“…A 'social innovation-as-practice' conceptualisation can contribute to operationalising efforts of establishing and developing Knowledge Transfer Offices (KTO) in HEIs. These efforts go beyond University-Industry Collaboration and Technology Transfer Office responsibilities and focus instead on knowledge transfer to the social sphere (Agrawal, 2001;Kreiling & Scanlan, 2020). A shift to entrepreneurial HEIs is highly dependent on the managers of university KTOs (Sharifi et al, 2014), and it requires institutional organisation of knowledge transfer (van der Heide et al, 2008).…”

Section: Social Innovationas-practicementioning

confidence: 99%

Social innovation-as-practice: establishing a social innovation program at a university

Svennevik

Saidi

2022

Management &Amp; Marketing

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Creating a culture for social innovation in universities can involve formalising and internalising processes that aim to support efforts towards using research results in society. This paper aims to contribute to the discussion on how the present higher education institution system promotes work with social innovation. The paper presents lessons from efforts to establish a (social) innovation programme in a university. The data used for this qualitative case study are board documents, motivation letters, evaluation forms, reports from working groups and a workshop with a survey. The paper approaches two research questions: (1) How can a (social) innovation programme operate within a university’s existing managerial, financial and social structures to facilitate researchers’ work with social innovations? (2) How can a (social) innovation programme that facilitates researchers’ work with social innovation at a university contribute to building a physical, intellectual, managerial, and logistic environment that can create a culture for innovation? With the first research question, the paper maps work on the pilot projects with initial motivations, early engagements in the programme, and future participation expectations. This connects to how the programme operates within the university’s existing structures. The second research question shows the implications of this work, looking at how the innovation programme contributes to creating a culture for social innovation at the university. The results show how the programme can contribute to a) support researchers in their own work by further developing their research results into actions of societal usefulness and b) establish an arena that can contribute to creating a culture for working with social innovation within the university. How this can be conceptualised as ‘social innovation-as-practice’ is then discussed. Based on the findings, suggestions about how the present system can be improved are offered.

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Section: Social Innovationas-practicementioning

confidence: 99%

Social innovation-as-practice: establishing a social innovation program at a university

Svennevik

Saidi

2022

Management &Amp; Marketing

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“…In recent years, several agencies have seen a significant increase in licensing activities. Licensing revenues more than tripled between 2015 and 2017 at the DLR (DLR, 2018 [43]) and doubled at the Korea Aerospace Research Agency (KARI, 2017 [44]) (Figure 2.2). The number of executed licenses at NASA increased by 293% between 2011 and 2017, while software releases grew by 145% over the same period (NASA's Office of Inspector General, 2019 [45]; NASA, 2017 [32]).…”

Section: Patenting and Licensingmentioning

confidence: 99%

Space technology transfers and their commercialisation

Olivari¹,

Jolly²,

Undseth³

2021

OECD Science, Technology and Industry Policy Papers

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