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The purpose of this paper is to gain an insight into the perspectives of a senior policy‐maker on university‐industry partnerships and, especially, on the utilisation of academic research in policy formation and evaluation.

An informal interview with Dr Leo Jago was undertaken via email. Dr Jago has recently been appointed as the Chief Economist for Tourism and General Manager of Tourism Research Australia (TRA). TRA is the branch of the Australian Government's Department of Resources, Energy and Tourism (RET) that provides statistics, research and analysis to support industry development, policy development and marketing for the Australian tourism industry. Dr Jago was previously a Professor of Tourism and Director of university research centres in Australia and the UK. For six years he was Deputy Chief Executive Officer and Director of Research for the Cooperative Research Centre for Sustainable Tourism (STCRC). He has published widely and is Co‐Editor of the International Journal of Event and Festival Management. Dr Jago also has 18 years' experience of owning and operating small and medium‐sized enterprises (SMEs) in the tourism sector.

The interview provides valuable lessons for researchers who wish to engage effectively with policy‐makers and other practitioners.

The transcript offers a rare opportunity to garner a more detailed understanding of the values, experiences and practices of this elite interviewee than is usually possible in academic publications.

This article aims to consider how academics might increase the impact of their research on practitioners.

The author draws on UK research council guidance and his experience of researching and working with practitioners to inform the discussion.

Maximising the impact of research on practitioners should not be a requirement. Issues that are critical to enhancing impact are highlighted for those who choose to see this as an important goal.

Research impact is becoming an increasingly prominent goal of research policy in the UK and elsewhere in the world but has not yet generated much discussion in the hospitality and tourism literatures.

In recent years, much energy and finance has been expended by successive governments in monitoring teaching and – separately – research quality. Although official conceptions of quality have been challenged, there has been little serious questioning in the UK of the supposed connections between teaching quality and staff research. This is surprising, since the weight of international evidence suggests a limited – and perhaps even negative – relationship between these activities in terms of the student experience. Drawing on the findings of a detailed case study, this paper argues that encouraging and enabling research among academic staff not only enhances their job satisfaction, it can also improve the educational experience of their students. The potential benefits to students, however, will be maximised only if the potentially negative impacts of staff research are managed carefully.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09596119210010394. When citing the article, please cite: Rhodri Thomas, (1992), “1992 and the Hospitality Industry: A Review of Information Provision”, International Journal of Contemporary Hospitality Management, Vol. 4 Iss 2.

This paper aims to introduce the theme issue and the reasons for focusing on the strategic question: “How can effective university‐industry partnerships be developed?”

The paper provides a broader perspective on university‐industry relationships and explores a variety of associated research themes.

The paper profiles the approach adopted by theme issue authors and their respective contributions to addressing the strategic question.

The theme issue draws extensively on practitioners' perspectives from a number of different universities and countries.

This issue gives insights into several meaningful university‐industry collaborations.

Focuses on the information needs of hospitality managers in the context of increasing European integration. Notes that any gains associated with the completion of the Single European Market will not materialize unless there are adequate sources of information available to firms; a point recognized by the European Commission and each of the European Community′s member states. Briefly discusses recent surveys which have identified British managers′ awareness of European developments. Reviews a range of sources of information – official, non‐official, commercial and non‐commercial – available to hospitality managers. Concludes by pointing to a shortfall in industry‐specific literature which might hinder the ability of hospitality businesses to respond effectively to the new challenging environment.

The purpose of this paper is to review the answers to the question posed in the introduction to the themed issue: how can effective university‐industry partnerships be developed?

The paper consolidates the findings of various studies featuring in this theme issue on effective university‐industry partnerships. It addresses the aspects which contribute to effective partnerships and also challenges the issues around such partnerships.

The paper discusses the range of best practices for building effective university‐industry partnerships.

There are lessons for industry, universities and policy makers.

The paper provides multiple perspectives on university‐industry partnerships from various geographies.