Collaboration for Innovation: A Case Study on How Social Capital Mitigates Collaborative Challenges in University–Industry Research Alliances

Abstract

Universities and public research organizations (PROs) are valuable sources of knowledge on innovation development for firms. Differences in goals and approaches between firms and PROs often create tension and lead to challenges that prevent achieving fruitful collaboration. This paper explores how the development of cognitive and relational social capital can mitigate such challenges and encourage fruitful collaboration between firms and PROs in research alliances over time and further lead to the development of innovations. By comparing three firms participating in a well-established research alliance with three firms participating in an emerging one, the development of both cognitive and relational social capital at the individual, organizational and alliance level is shown to be crucial for effective collaboration in research alliances over time. Common goals and understandings regarding the collaboration and the creation of personal relationships between the employees of firms and PROs contribute to mitigating collaborative challenges, to cohesion and to the achievement of goals to create innovation. Moreover, the presence of at least one of the dimensions of social capital appears to be necessary when entering a research alliance for the first time because cognitive and relational social capital are found to be mutually reinforced over time.

Introducing the T-shaped model of cluster competence – an integrative framework and first empirical evidence from the German craftsmen sector

“…Activities can be regarded as investments in network capital which may pay off later (Huggins, Johnston, and Thompson 2012). As soon as firms are convinced that being active in a cluster can be beneficial in the long term, they will start to network and build social capital on the basis of common understandings and common goals (Steinmo 2015). Networking competence incentivises them to connect other cluster firms whenever potential of the cooperative creation is seen as being of additional value.…”

An analysis of how long-term university-industry linkages affects academic research productivity

“…Many studies have found a positive relationship between university-industry collaboration and scientific productivity (Ranga et al 2003;Van Looy et al 2011;Rivera-Huerta et al 2011;Banal-Estañol et al 2013;Van Looy et al 2004;Abramo et al 2009;Lee & Bozeman 2005;Landry et al 1996;Tartari & Breschi 2012;Steinmo 2015). Some studies have noted that positive effects only occur under specific conditions (Bonaccorsi et al 2006;Manjarrés-Henríquez et al 2009;Banal-Estañol et al 2013), whereas others have found that collaboration can have negative effects on scientific productivity (Bonaccorsi & Piccaluga 1994;Hottenrott & Thorwarth 2011;Blumenthal et al 1996;Manjarrés-Henríquez et al 2009;Banal-Estañol et al 2015).…”

Who instigates university–industry collaborations? University scientists versus firm employees

“…Prior research has not examined who initiates university-industry collaboration, and specifically to whom the establishment of joint research projects, contract research, inlicensing, consulting, or informal contacts may be attributed. There are not only qualitative differences among the different modes of collaboration but also differences regarding the intrinsic motivations and reward structures between academia and industry (Goel and Rich, 2005;Steinmo, 2015). For instance, joint research projects involve the sharing of research knowledge and potentially withholding or even banning the publication of research results by academics (Czarnitzki, Grimpe, and Toole, 2015b), while contract research involves only the sharing of pertinent research information.…”