Absorptive and desorptive capacity of actors within university-industry relations: does technology transfer matter?

Abstract

Several management studies highlight the importance of collaborative relationships for university-industry knowledge and technology transfer. The present study examines the role of absorptive and desorptive capacity (A/DCAP) of actors in technology transfer processes by pointing out critical elements that may affect regional innovation systems. In this field of action, each university worldwide, as well as public and private research centers, interacts differently with industry. Cultural and economic variances make it difficult to outline one single global model governing knowledge and technology transfer. However, it is possible to identify elements and characteristics that might make this system efficient. Mere interaction is a necessary but not a sufficient condition to ensure that knowledge and technology flow through a feasible dyadic channel from university to industry (U-I) or vice versa (I-U). Indeed, the actors of the process have to develop organizational capabilities at all levels and units (i.e., individual and organizational) based on a social integration system which can facilitate their communication, thus helping to share activities. In this regard, we present a systematic review of research into academic involvement in the regional innovation development environment by identifying individual as well as organizational and institutional layers of this crossrelationship. Apart from being more widely applied, A/DCAP is strictly important for academics in order to access resources and results able to support their research agendas.

Elements influencing knowledge management in university–business–government collaboration: Case studies in National Institutes of Science and Technology

“…and it enables the waiver of competitive bidding for the procurement of goods and services for R&D activities and allows the government to hire innovative micro-, small-, and medium-sized companies to provide products or services. Bruneel et al, 2010;Chen & Huang, 2007;Dell'ano & Del Giudice, 2015;Kianto & Waajakoski, 2010;Magnier-Watanabe, Benton, & Senoo, 2011;Nagano, Stefanovitz, & Vick, 2014;Nonaka et al, 2008;Perkmann et al, 2013;Schofield, 2013), as can be seen in Table 1.…”

“…The level of openness in an organization is related to the presence of so‐called gatekeepers, whose function is to create a common language between actors—internal and external—to improve “connectivity” and knowledge sharing. When there is asymmetry between the organizational positions regarding openness, a leader and a follower are created, and this dialectical interaction negatively affects the results of the collaboration (Dell'ano & Del Giudice, ; Fabrizio, ).…”

“…Every university in the world, as well as public and private research centers, interacts differently with industry. Cultural and economic differences make it difficult to draw a single model to guide the transfer of knowledge and technology (Dell'Ano & Del Giudice, ). But it is important to think of a more coherent model or tools such as our context that could contribute to this type of collaboration.…”

“…Cultural aspects (individual or organizational culture) are considered one of the main factors affecting university and business collaboration (Ankrah & Al-Tabbaa, 2015;Dell'Ano & Del Giudice, 2015).…”

“…Every university in the world, as well as public and private research centers, interacts differently with industry. Cultural and economic differences make it difficult to draw a single model to guide the transfer of knowledge and technology (Dell'Ano & Del Giudice, 2015).…”