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This study aims at advancing the understanding of University-Industry Collaboration (UIC) by proposing an adapted conceptual model for comprehensive contextual analysis taking industry perspective and identifying effective mechanisms for stimulating UIC in sub-Saharan Africa (SSA).

This study was designed as a multicase qualitative study. Data were collected through interviews of focus groups representing 26 agro-processing companies operating in Rwanda. The process consisted of two sessions evaluating the current collaboration patterns, and two sessions identifying the desired future and the mechanisms to realize it. Data were analyzed using ATLAS.ti software with the grounded theory techniques.

Findings indicate that current interactions are unidirectional and focus on educational collaboration. Results are short-term and do not yield sufficient benefit for the companies involved. Industry aspirations for future collaboration were identified, along with linkages between inputs, activities and outcomes.

This study has two noteworthy limitations. First, this study did not consider the capacity of firms to collaborate. Second, for simplification purposes, this study did not integrate other complementary sources of knowledge for firms. To overcome these omissions, a short introduction of University–Industry Collaboration (UIC) was presented to participants highlighting and justifying the scope of the study. As research implications, this paper presents a new integrated conceptual framework, which can be useful for studies focusing on a comprehensive analysis of the UIC context and identifying effective mechanisms for improvement in the future. A construct of policies that stimulate UIC is proposed, thereby facilitating further operationalization and testing of context-specific hypotheses on policy stimuli.

In practice, the identified conceptual framework allows to holistically capture and reflect on the interrelationships between UIC factors and outcomes for a specific context, hence, informing better UIC decision-making. In this way, this paper advances the operationalization of the argument for reconciling organizational theories with their practices.

This paper presents a systemic means for organizational theories to perform their adaptive role in society. Indeed, as demonstrated by the empirical results, the proposed framework is effective not only in systematically assessing the current situation, but also in predicting the desired state in the future. In other words, the proposed framework facilitates prescience theorizing, which is a mechanism for ensuring that organizational theories adapt to future requirements of the society.

This study develops a new integrative conceptual framework to accommodate the interaction between UIC’s institutional decision-making and existing macrolevel frameworks of innovation ecosystems. In terms of methodology, the value of this study lies in its adoption of an ex ante approach to the development of mechanisms to stimulate UIC. This use of prescience theory (Corley and Gioia, 2011) constitutes an important – but long-neglected – approach to UIC and its adaptive role in society.

The innovation process demands an interaction between environment agents, knowledge generators and policies of incentive for innovation and not only development by companies. Universities have gradually become the core of the knowledge production system and, therefore, their role regarding innovation has become more important and diversified. This study is aimed at identifying the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

This study is aimed at identifying, based on a systematic literature review, the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

The analysis of the 72 selected articles enabled identifying 15 mechanisms of U–I collaboration, proposing a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process.

In this paper, the authors screened nearly 1,500 papers and analyzed in detail 86 papers addressing U–I collaboration, mechanisms of U–I collaboration and operationalization steps of the U–I collaboration process. This paper provides a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process. This research contributes to both theory and practice by highlighting managerial aspects and stimulating academic research on such timely topic.