The paper aims to identify the requisite attributes and organisation to be displayed by a research university in order to engage successfully in collaborative research with industry partners.
The conceptual framework contrasts the traditional public funding model against the requirements of the “triple helix” model of government‐university‐industry research funding. The framework supports the exploration of a case study of a long‐standing and successful joint research partnership, the Dundee‐Kinases Consortium, which links a world‐class life sciences research centre and a group of global pharmaceutical companies.
The case study provides a starting point, and additional case examinations will confirm the role of resource competences and organisational capabilities in facilitating performance by way of knowledge generation and transfer between partners.
The design and leadership of the consortium achieves vital performance outcomes, namely: accelerating the production of new knowledge about cell signalling processes relating to serious diseases; and faster transfer of new knowledge into drug development processes of pharmaceutical companies. The development of key enabling capabilities by the university, allied with routines for academic‐industry researcher interface, are essential elements of the partnering design.
The paper demonstrates that university‐industry partnerships build on government‐university funding, that university‐industry relationships foster new university capabilities, and moreover, that academic publication is not displaced by the requirements of industry partners.
Dooley, L. and Kirk, D. (2007), "University‐industry collaboration: Grafting the entrepreneurial paradigm onto academic structures", European Journal of Innovation Management, Vol. 10 No. 3, pp. 316-332. https://doi.org/10.1108/14601060710776734Download as .RIS
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