Science Parks, talent attraction and stakeholder involvement: an international study

Abstract

One aspect of Science Parks development that has come into focus is the attraction of talent, which could include attracting specific expertise, making it easier for firms to be established and reach skilled workers. In order to encompass different contexts, both economic and cultural, a questionnaire was sent to 120 Science Parks, of which 59 (49%) replied. The study included 22 variables, including eleven independent variables according to Science Park stakeholders and characteristics when selecting talent for tenant firms, five control variables, and six variables of Science Park success dimensions. The results show that the characteristics of talent contribute to the park’s success. Universities are the primary source of talent, and the government has a critical role in promoting collaboration between firms and universities. Therefore, park managers should promote links with local universities and the student community as well as strengthen their relationship with government representatives at all levels to receive the necessary support for park development.

Science Parks and talent attraction management: university students as a strategic resource for innovation and entrepreneurship

“…The concept of linkage among universities, academic research, and firms is central to the Science Park model (Albahari, Klofsten, & Rubio-Romero, 2019;Quintas, Wield, & Massey, 1992). Science Parks are important actors in entrepreneurial ecosystems because they establish a mixture of stakeholder relationships among universities, firms, governmental agencies, incubators, and other parks (Albahari et al, 2019;Cadorin et al 2019a). In addition, the environment provided by Science Parks is conducive for companies to build a collaborative network and maximize the results of their talent management activities (Hu, 2008;Schweer, Assimakopoulos, Cross, & Thomas, 2012), which contributes to the park's talent attraction factor.…”

“…Bigliardi, Dormio, Nosella, and Petroni (2006) and Guy (1996) highlight the network of partners has a significant impact on Science Park performance. Cadorin et al (2019a) underlines a major advantage of Science Parks is that the parks offer services that firms find difficult to provide in collaboration with other stakeholders, such as networks with educational and research entities; assist in the subsequent exchange of knowledge; build strategic alliances; attract talent; and discover partners in contracts and agreements. Through the Science Park´s broad network and collaboration with students, researchers, and firms, a Science Park often functions as a mediator between students and firms, such as teaming up students with entrepreneurial ventures for writing theses, internships and job recruitments.…”

“…The 21 variables in Table 2 representing Partnerships with talents and firms/universities, Science Park talent attraction activities and Networking and attracting dimensions are responsible for measuring the influence of (i) talent attraction activities of the Science Park management, (ii) triple helix actors such as local governments and universities (including student communities and alumni networks), and (iii) dimensions for students to remain in the Science Park after graduation, such as opportunities to start businesses and innovative environments. Table 2 presents a summary of the three theoretical (i) Partnerships with talents and firms/universities Cadorin et al (2019a) underlines that a major advantage of Science Parks is that the parks offer services that firms find difficult to provide in collaboration with other stakeholders, such as networks with educational and research entities and firms and discover partners in contracts and agreements (partnerships). Science parks are an instrument of interaction between firms and universities, facilitating links to the training and recruitment of qualified manpower for park firms (Vedovello, 1997).…”

“…The network of relations with universities and its students involves, for example, the promotion of recruitment fairs and events to attract the university alumni network (Cadorin et al, 2019a), as well as the integration between young talent and the management of parks and their tenant companies (Cadorin et al, 2019b). Environmental factors related to the quality of life, such as pleasant and affordable housing and good school options (Lecluyse, Knockaert, & Spithoven, 2019), along with working conditions and opportunities for relationships with other fellow workers (Thunnissen & Van Arensbergen, 2015) are crucial in attracting talent to Science Parks.…”

“…One aspect of developing a park that is gaining attention is the attraction of talent, which may include attracting specific knowledge that facilitates the establishment and creation of companies; or reaching skilled workers such as university students. The characteristics of the attracted talent affect the performance of the Science Park, and park managers need to understand the firms' needs better to attract talent effectively (Cadorin, Klofsten, & Löfsten, 2019a). Universities are the primary source of talent; thus, informal and formal cooperation with universities is an important dimension (Berbegal-Mirabent, Ribeiro-Soriano, & García, 2015;Cadorin, Germain-Alamartine, Bienkowska, & Klofsten, 2019b;Hu, 2008).…”