Trick or Treat: Academic Buy-in to Third Stream Activities

Abstract

<jats:p> This paper reports in part on a major study, carried out in 2013, in which data were collected from university senior executives and academics in the five university business schools in the North East of England: it focuses on the quantitative findings produced. Whilst prima facie evidence would suggest that universities are strategically embedding and integrating third stream strategies alongside first and second stream activities, a critical analysis of the research data revealed that this was clearly not the case. Empirical evidence from the research indicates that there are strategic failings in universities. This research contributes to the existing literature which highlights the academic pressures in embedding the third stream in higher education institutions. </jats:p>

HASS PhD graduate careers and knowledge transfer: A conduit for enduring, multi-sector networks

“…Engaging PhD candidates with industry is seen globally as a method of broadening skills development for diverse careers and facilitating knowledge transfer between the academy and industry (Bell et al., 2015; Bentley et al., 2017; Cunningham et al., 2016; Howard, 2015; Innovate UK, 2018; McCarthy, 2017; Markuerkiaga et al., 2014; University of Cambridge Enterprise, 2015; Watson et al., 2016). The data on PhD graduate outcomes we have reported here suggest that the cohorts transitioning to careers beyond the academy are more likely to be graduates from STEM disciplines, and according to the CFE report (2014: 67), employers likely to value PhD specialist knowledge are connected to science and technology industries.…”

“…As is widely known, knowledge transfer and associated practices such as end-user engagement are underpinned by utility-oriented objectives aimed at connecting research to practice and policy imperatives – such as innovation systems (Phipps et al., 2012: 180). Typically, university knowledge transfer objectives focus on so-called ‘external’ or ‘Third Stream’ engagement, with the explicit aim of commercialization of research through partnerships connected to entrepreneurial programs, incubators and new business seed funds, patents and licenses (Bell et al., 2015; Cunningham et al., 2016; Howard, 2015; Hughes et al., 2011; Innovate UK, 2018; Markuerkiaga et al., 2014; University of Cambridge Enterprise, 2015; Watson et al., 2016).…”

Entrepreneurial drivers, barriers and enablers of computing students: gendered perspectives from an Australian and UK university

“…Termed their 'third mission' (after education and research), universities can facilitate innovation and entrepreneurship through advanced skills development and, for example, fostering links with industry; and are increasingly called upon to do so by governments. However, success with this mission varies with university context and culture (Watson, Hall, and Tazzyman 2016).…”

Measuring the value of placements to employers

“…There are now proposals for a KEF – a Knowledge Exchange Framework (Pells, 2017). The antecedents of this measurement culture are varied, but in the United Kingdom they include heightened government intervention and scrutiny (Watson et al, 2016) and the emergence of new public management (Devanney and Uglebjerg, 2009; Kettl, 2005; Pollitt and Bouckaert, 2011; Woelert and Yates, 2015). Despite this prevalent measurement culture, placements remain relatively under-evaluated and there have been few quantitative assessments of their worth to various stakeholders (Lange, 2015; Wilton, 2014).…”

“…Various scholars have proffered the benefits of having a clear value proposition in order to secure sustainable competitive advantage (Lapierre, 1997; Payne et al, 2017). At a time when higher education institutions (HEIs) are experiencing significant competition in domestic and international contexts (Diaconu and Dutu, 2014; Watson et al, 2016), being clear on the value offer may be important. If HEIs are not clear on the value of placements to employers, then placement value may not be fully leveraged.…”