What do stakeholders think about knowledge transfer offices? The perspective of firms and research groups in a regional innovation system

Pinto, Hugo; Fernández-Esquinas, Manuel

doi:10.1080/13662716.2016.1270820

Cited by 19 publications

(9 citation statements)

References 53 publications

(42 reference statements)

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“…The simple view of the university as one entity has fostered a secluded focus on the TTO as the structure for the commercialisation activities handling the scouting process of the university's inventions and research projects, identifying the market and business needs, and initiating contacts with potential industrial partners (Pinto and Fernández-Esquinas, 2018;Sengupta and Ray, 2017). The TTO has its origins in the early models of technology transfer, e.g.…”

Section: The Actors Of Third Mission Activitiesmentioning

confidence: 99%

“…As an example, Fitzgerald and Cunningham (2016) identify target customers and markets as local, national, industry, start-up companies, economy and society, which clearly cover much more than just single industry partnerships for mono-disciplinary discoveries. Pinto and Fernández-Esquinas (2018) studied the effectiveness of the TTO by means of a stakeholder analysis of both research groups and firms in the local regional innovation system. Whereas Pinto and Fernández-Esquinas (2018) point to the importance of researchers' perspectives and interests as stakeholders, they do not explicitly recognise the potential conflicting interests of the researchers and the TTO, despite their shared organisational identity.…”

Section: The Actors Of Third Mission Activitiesmentioning

confidence: 99%

“…Pinto and Fernández-Esquinas (2018) studied the effectiveness of the TTO by means of a stakeholder analysis of both research groups and firms in the local regional innovation system. Whereas Pinto and Fernández-Esquinas (2018) point to the importance of researchers' perspectives and interests as stakeholders, they do not explicitly recognise the potential conflicting interests of the researchers and the TTO, despite their shared organisational identity.…”

Section: The Actors Of Third Mission Activitiesmentioning

confidence: 99%

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New forms of engagement in third mission activities: a multi-level university-centric approach

2019

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Traditionally, universities have had two missions: to carry out teaching and research. While the universities still follow these missions, a third mission was added some time ago: university research must establish its direct value for society more clearly. However, a lingering question is how this third mission should be carried out. While the earliest models focused on the universities operating similarly to an R&D department in a private companyseeking to patent as much of the research inventions as possible and then capitalising on the intellectual property rightsthe focus today is much more nuanced and incorporates both invention and innovation-oriented activities. This article captures existing knowledge of universities' third mission activities by identifying five different models of how universities seek to fulfil the third mission. These models are empirically investigated through two multi-level case studies based on insights from top management, innovation and/or technology transfer offices, and research units within the emerging drone technology area. The findings illustrate how the two universities seek to fulfil the third mission, based on the same starting point but following different models. The findings identify a sixth model, namely the Ecosystem Model. In this model, the universities engage more extensively and with greater responsibility in simultaneous collaborative efforts with a range of both public and private actors on addressing continuous and comprehensive industrial and societal challenges through technology development and market insights. In doing so, the university's role becomes more active in advancing the development of an industry. This emerging way of addressing the third mission is discussed with respect to university management, achievement of the SDGs and Grand Challenges leading to the formulation of avenues for future research.

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Section: The Actors Of Third Mission Activitiesmentioning

confidence: 99%

Section: The Actors Of Third Mission Activitiesmentioning

confidence: 99%

Section: The Actors Of Third Mission Activitiesmentioning

confidence: 99%

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New forms of engagement in third mission activities: a multi-level university-centric approach

2019

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“…It has been said that key to the study of knowledge management is the concept of 'knowledge productivity' that is "the production of knowledge in some distributable form" (Tillema, 2006, p174). The role of a university in the technological development of industry, through knowledge sharing or transfer, is topical and well researched (Bekkers & Freitas, 2008;Bozeman, Fay, & Slade, 2013;Bruneel, D'Este, & Salter, 2010;D'Este & Patel, 2007;Pinto & Fernandez-Esquinas, 2018). However, much of this literature is perceived as being initiated or driven by the transfer of technical knowledge, typically via patents or through the establishment of new or joint ventures (Perkmann and Walsh, 2007).…”

Section: Introductionmentioning

confidence: 99%

The soft side of knowledge transfer partnerships between universities and small to medium enterprises: an exploratory study to understand process improvement

White

Cicmil

Upadhyay

et al. 2019

Production Planning & Control

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“…From the perspective of faculty members this task is seen as 'additional' and sometimes as conflicting with their internal preference for pure academic science (D'Este and Perkmann 2011; De Jong et al 2016). Consequently, academics violate ownership policies by circumventing engagement with technology transfer offices (Pinto and Fernández-Esquinas 2016) or by failing to file invention disclosures and patent applications before publishing their findings (Baldini et al 2007;Markman et al 2005;Siegel et al 2003).…”

Section: Introductionmentioning

confidence: 99%

Incentives for knowledge valorisation: a European benchmark

2017

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Studies on incentives to stimulate researcher engagement in knowledge valorisation have primarily focused on incentives for economic output and it remains unclear how universities configure incentives for a broad societal impact of knowledge. Therefore, this article explores the presence and design of incentives for the full range of knowledge valorisation activities by employing a bottom-up, mixed-methods design. In 17 semistructured interviews with representatives from highly ranked European universities, 11 distinct incentives for valorisation activities with an academic, civil society, entrepreneurial or state-governmental orientation were identified. Subsequently, a quantifying survey was conducted (n = 48). Perceived effectiveness did not directly correspond to presence and desirability, indicating that additional motives play a role in implementing incentives, including managing conflict of interest situations. For non-scalable (hour-based) activities broader bandwidths of allocated percentages were employed that were more dependent on case by case attribution of income and for which more conditions to limit conflicts of interest were in place. Interestingly, this study found a negative correlation between the number of such restricting conditions being in place for consultancy and the university's overall success in industry income. A flowchart is presented that university management may use to align the selection and design of their incentives with their motives.

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What do stakeholders think about knowledge transfer offices? The perspective of firms and research groups in a regional innovation system

Cited by 19 publications

References 53 publications

New forms of engagement in third mission activities: a multi-level university-centric approach

New forms of engagement in third mission activities: a multi-level university-centric approach

The soft side of knowledge transfer partnerships between universities and small to medium enterprises: an exploratory study to understand process improvement

Incentives for knowledge valorisation: a European benchmark

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