Benefits management in university-industry collaboration programs

Fernandes, Gabriela; O’Sullivan, David

doi:10.1016/j.ijproman.2020.10.002

Cited by 49 publications

(44 citation statements)

References 58 publications

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“…This Institutional Investor and Sustainable University Funding Research Model indicates a new angle of research in institutional investors and alternative funding for universities where more research is required to explore the possibility and process for implementing the model. Although several studies advocated university-industry collaboration [7,[88][89][90][91], this research extends new possibilities in the literature to bridge the gap between industry and educational institutions, bringing greater opportunity for institutions to invest and develop alternative funding for educational institutions for quality education.…”

Section: Academicmentioning

confidence: 86%

Open Innovation of Institutional Investors and Higher Education System in Creating Open Approach for SDG-4 Quality Education: A Conceptual Review

Khan

Johl

Akhtar

et al. 2022

Journal of Open Innovation: Technology, Market, and Complexity

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The introduction of sustainable development goals has made sustainability a top priority for most nations. This has raised the investment into the educational system for potential growth and for creating an innovation culture in any country; the role of institutional investors in the development of financing clean energy infrastructure, entrepreneurial development, poverty reduction, and driving corporate social responsibility and firm development has been found significant. An intensive literature search of Scopus and the web of science database was explored with different relevant sets of keywords “Institutional investors AND Education”, “Institutional investors” AND “Higher education”, which drew 29 final articles between 2010–2021. This scoping review draws a new open approach for creating alternative sustainable funding for the higher education system and investment opportunities for institutional investors with government intervention. This research becomes the first that shows the road map to the higher education system in creating alternative funding through the proposed Institutional Investor & Sustainable University Funding Governance Code, which will make the higher education system independent and ease the burden on the government, as well as create a huge market opportunity for both players. This research model will scope the collaborative approach towards sustainable development goal 4—Quality education.

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Section: Academicmentioning

confidence: 86%

Open Innovation of Institutional Investors and Higher Education System in Creating Open Approach for SDG-4 Quality Education: A Conceptual Review

Khan

Johl

Akhtar

et al. 2022

Journal of Open Innovation: Technology, Market, and Complexity

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“…With this program, Bosch expected to increase its international accumulated sales volume and diversify business and products and consolidate its reputation among customers and within Bosch Group. On the other hand, UMinho expected to improve its recognition in the scientific community and strengthen the scientific and technological knowledge transfer into the industry (Fernandes and O'Sullivan 2021). UMinho and Bosch have perceived the value of PM to support the management of such collaboration and, therefore, have established a governance model based on a purposely developed approach devoted to program and project management of UIC funded contracts, named PgPM (Fernandes et al 2015a).…”

Section: Social Mediamentioning

confidence: 99%

Project management practices in major university-industry R&D collaboration programs – a case study

Fernandes

O’Sullivan

2022

J Technol Transf

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University-industry collaboration (UIC) projects are complex undertakings, that can involve multiple parties or stakeholders. Effective management of UICs can mean the difference between success and failure, in terms of technology transfer and research commercialization. This research paper focuses on the micro-level analysis of UICs and in particular the project management practices that can help major UICs deliver benefits and broader societal impact. PM has been evolving toward more hybrid approaches involving both traditional and agile practices. A conceptualization of a hybrid approach is presented based on a literature review. This conceptualization is then used as a starting point for exploratory empirical research. Participant observation, document analysis, and thirty semi-structured interviews were conducted in a large UIC case study to help identify PM practices and check their relevance. Data analysis led to a framework comprising 29 transversal or musthave practices distributed throughout the project lifecycle and 30 contingent or optional practices, divided into traditional, agile and common. This research extends the existing knowledge on UICs by giving a micro-level perspective on managing UIC projects and providing evidence of the adoption of hybrid approaches to assure the overall governance of significant inter-organizational endeavors. The framework provides a roadmap for future major UIC projects. KeywordsUniversity-industry collaborations • Project management practices • Hybrid project management • Agile project management • Transversal and contingency practices * Gabriela Fernandes

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“…PMO structures support the implementation of PM practices that would help to maximise project and program benefits, and to increase the transparency of information transfer among research partners [65]. The PMO promotes trust, which in turn contributes to reducing the effect of different and sometimes competing expected benefits from research partners [109]. The PMO plays a significant role in embedding PM practices, particularly where there is a high interdependence between partners [110].…”

Section: Management Implicationsmentioning

confidence: 99%

Role of the Project Management Office in University Research Centres

et al. 2021

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University Research Centres (URCs) have become a primary organisational structure in universities for bringing together a critical mass of multidisciplinary research interests that can compete for large, funded research projects and create breakthrough research results. Some of the more successful URCs are now developing specialised project management offices (PMOs) that can coordinate key activities, from proposal development to project execution, and ensure that research results are disseminated. A key challenge for URCs is to define what roles, functions, and competencies such a PMO should have. This research identifies a number of key attributes of PMOs that meet the unique challenges of URCs. This paper presents an initial conceptualisation of roles and functions developed from a literature review and that are later tested via a detailed survey among 370 URC participants involved in collaborative R&D projects worldwide. The study suggests that there are three PMO maturity stages: ‘basic’, ‘intermediate’, and ‘advanced’. The resulting conceptualisation highlights six functions for a ‘basic’ PMO stage, an additional ten functions for an ‘intermediate’ PMO stage, and a further ten functions for ‘advanced’ PMO. The research presented provides guidance and decision support to URCs when selecting the role that a PMO should play for achieving tangible and intangible project benefits. Although the study suggests a lengthy list of functions, none of these should be considered in isolation. Most of the functions interact with each other and affect the PMOs’ impact within the URC in various ways. The paper contributes to the transformative and evolutionary nature of PMOs, and illustrates that universities are receptive and even demanding of the need to create an effective PMO to improve the operation of major R&D projects and programs and create greater societal impact by URCs.

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Benefits management in university-industry collaboration programs

Cited by 49 publications

References 58 publications

Open Innovation of Institutional Investors and Higher Education System in Creating Open Approach for SDG-4 Quality Education: A Conceptual Review

Open Innovation of Institutional Investors and Higher Education System in Creating Open Approach for SDG-4 Quality Education: A Conceptual Review

Project management practices in major university-industry R&D collaboration programs – a case study

Role of the Project Management Office in University Research Centres

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