Chip Makers Turn to Academe with Offer of Research Support

University—Industry Relations: A Review of Major Issues

“…Some universities assess the consulting efforts in terms of their effects on the intellectual climate and balance in the academic department, particularly when consulting requires more than the personal time of the individual researcher [14]. Most universities formally require the faculty member to obtain permission of the dean or the chairperson, potentially adding a bureaucratic hurdle to the initiation and the maintenance of university-industry interactions [25,26,27]. …”

“…Costs. The costs associated with the interaction, on the part of the university, seem to be in terms of potential disequilibrium of the research agenda [14] and the orientation of faculty away from its primary mission (1,14,45] -Systematic review of faculty research results [7,21] -Specific skills and knowledge provided by faculty consultants [22, 23, 2lJ, 56] -Training of industrial scientific/technical personnel-part-time, full-time, on-site, night courses [26,27] -Participation of faculty members in industrial conferences [29] -Source of highly skilled scientific/technical employees [6] -Increased rate of technological progress in fields of lagging technology [6,17] -Solving specific problems for industrial projects [24,25] -Joint effort, start-up businesses, economic payoffs [31] -Access to university facilities [5,14] …”

“…They may feel that their in-house capabilities are sufficient to carry out the necessary tasks. In addition, R&D units in industry undergo periodic assessments of their performance, thus having to justify cooperative effort with universities and the spending of scarce resources for the acquisition of skills and capabilities that they may feel they already do or should possess [3,23,27]. …”