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Hall, Bronwyn H.; Link, Albert N.; Scott, John T.

doi:10.1023/a:1007888312792

Cited by 238 publications

(19 citation statements)

References 11 publications

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“…Furthermore, Lopes and Lussuamo (2021) find low experience levels and a lack of inter-organizational trust between firms and universities as the most frequent UIC barriers for the context of developing regions in EMs (Lopes & Lussuamo, 2021). Hall et al (2001) show that IPR issues might act as an unbridgeable barrier between firms and universities, particularly if projects are rather short-term and knowledge or technologies are difficult to commercialize. In contrast, fewest barriers are present if projects are long-term-oriented, technologies are applicable for firms, and lead participants in UICs have prior knowledge therein (Hall et al, 2001).…”

Section: Collaboration Partner Barriersmentioning

confidence: 99%

Barriers to university–industry collaboration in an emerging market: Firm-level evidence from Turkey

Kleiner-Schaefer

Schaefer

2022

J Technol Transf

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University-industry collaborations (UICs) are one of the main sources of external knowledge and technologies for industrial firms, particularly in the context of emerging markets (EMs) and firm development. It is thus highly relevant to identify potential barriers internal to the firm as well as in the regional innovation system that might prevent firms from using UICs for innovation, in particular in an EM context. In order to address this issue, we conduct a firm-level study of the R&D-related segment of the manufacturing industry in Istanbul. Logistic regression analysis is used to test the effect of potential barriers on using UICs for innovative activities. With this approach, we are able to identify barriers that prevent innovation-related UICs and thus form a bottleneck to collaborations in the first place. Our findings show that lack of information about UIC opportunities as well as lack of financial support for UICs are the most relevant barriers that inhibit firms’ usage of UICs for innovation. This firm-level evidence points out the importance of university technology transfer offices in regional innovation systems and for fruitful UICs. We further find that administrative barriers have no significant effect, while barriers related to trust and skill matching with scientific partners even have a reverse effect to what we would have expected from the literature. This finding might point towards an effect of perceived versus deterring barriers that has been observed in innovation studies before and might be relevant for studying UICs as well.

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Section: Collaboration Partner Barriersmentioning

confidence: 99%

Barriers to university–industry collaboration in an emerging market: Firm-level evidence from Turkey

Kleiner-Schaefer

Schaefer

2022

J Technol Transf

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“…Universities are engaging proactively in open networks and interactive innovation, rather than passively creating scientific knowledge and instrumentation infrastructure like in the past [10,41]. There are also increasingly more research joint ventures among universities and industries for knowledge creation and exchange [42].…”

Section: The New Role Of Universities As Proactive Collaboration Agenciesmentioning

confidence: 99%

Micro- and Macro-Dynamics of Open Innovation with a Quadruple-Helix Model

2019

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This paper explores how sustainability can be achieved through open innovation in the current 4th industrial revolution. Through a literature and practice review, we identify micro- and macro-dynamics of open innovation in addition to the dynamic roles of industry, government, university, and society. In particular, the industry continuously adopts open platforms to create and maintain ecosystem innovation. The government’s role has changed from regulation control toward facilitation. Universities have become proactively engaged in multiple areas, from technology transfer to knowledge co-creation. Societies and customers have started to form new concepts, R&D, and commercialization, resulting in a shared economy. Based on the analysis, we propose a conceptual framework to understand open innovation micro- and macro-dynamics with a quadruple-helix model for social, environmental, economic, cultural, policy, and knowledge sustainability. Furthermore, this provides an overview of the special issue, “Sustainability of Economy, Society, and Environment in the 4th Industrial Revolution”, which aims to respond to the 4th industrial revolution in terms of open innovation and cyber-physics from manufacturing to the service industry.

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“…In comparison to the average firm, within its Triple Helix interactions, an HEI has a broader range of stakeholders and a wave of heated and impactful political influences (Teece 2018). Research collaboration between industry and HEIs face overwhelming barriers regarding intellectual property, being this reduced when the rights appropriation is still uncertain and the research less public, reducing tensions between actors (Hall et al 2001). In this sense, HEIs' technology transfer performance depends on building trustful relationships among regional actors and implementing flexible institutional policies towards patenting, licensing and intellectual property rights (Santoro and Gopalakrishnan 2001).…”

Section: Heis' Third Mission and The Triple Helixmentioning

confidence: 99%

Advancing HEIs’ third-mission through dynamic capabilities: the role of leadership and agreement on vision and goals

Stolze

Sailer

2021

J Technol Transf

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Higher education institutions (HEIs), once considered among society’s most resilient institutions, are facing challenges due to changes in governments’ and society’s expectations of them. Within the sector, there is a global call for new models and practices, requiring HEIs to develop the management capabilities once reserved for businesses. In this sense, they will pave entrepreneurial pathways and contribute to economic, technological and societal developments in their regions, thus adding a third mission (engaging socio-economic needs and market demands) to the traditional two (education and research) and transforming themselves into more entrepreneurial institutions. Dynamic capabilities enable transformation processes by allowing the dynamic sensing and seizing of opportunities and risks and the promotion of iterative change and reconfiguration. Scholars have called on HEIs to develop such dynamic capabilities in order to transform themselves and better respond to their sector’s challenges. Nevertheless, the understanding of how dynamic capabilities might advance HEIs’ third mission is still an underexplored concept, and in this paper, we propose mechanisms that promise to transform dynamic capabilities into third mission advancement. We have developed numerous theoretically grounded hypotheses and tested them with a partial least squares structural equation model into which we funnelled data collected from key decision-makers at German HEIs. The results suggest that dynamic capabilities do indeed influence third mission advancement; however, this relationship is mediated by the role of leadership and organisational agreement on vision and goals.

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Untitled

Cited by 238 publications

References 11 publications

Barriers to university–industry collaboration in an emerging market: Firm-level evidence from Turkey

Barriers to university–industry collaboration in an emerging market: Firm-level evidence from Turkey

Micro- and Macro-Dynamics of Open Innovation with a Quadruple-Helix Model

Advancing HEIs’ third-mission through dynamic capabilities: the role of leadership and agreement on vision and goals

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