The interconnections of academic research and universities’ “third mission”: Evidence from the UK

Degl’Innocenti, Marta; Matoušek, Roman; Tzeremes, Nickolaos

doi:10.1016/j.respol.2019.05.002

Cited by 38 publications

(28 citation statements)

References 63 publications

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“…Chantler (2016) identifies three missions for HEIs: knowledge-transfer focused on education for employment and community service, knowledge creation through research and development and community engagement. We argue that the outbreak of the COVID-19 pandemic and its effects on the stakeholder systems that surround HEIs constituted a learning phase, which acted as a catalyst that accelerated changes in the governance of HEIs toward their third mission (Degl’Innocenti et al , 2019) and increased sustainability (Moon et al , 2018).…”

Section: Discussion: Stakeholder Reprioritizationmentioning

confidence: 99%

Crises conducting stakeholder salience: shifts in the evolution of private universities’ governance in Latin America

González-Pérez

Cordova

Hermans

et al. 2021

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Purpose This study aims to build on embedded approaches to stakeholder management and examines how organizational decision-makers consider social responsibility toward proximal stakeholders in crises that encompass an entire system of stakeholder relationships. Design/methodology/approach Within a criterion-based sample of eight Latin American private universities, this paper develops in-depth exploratory case studies to examine the prioritization of stakeholders in higher education institutions’ decision-making during the outbreak of the COVID-19 crisis. Findings Contrary to the notion that during crises organizations prioritize stakeholders that provide resources that are critical to survival, this study finds that in contextual crises stakeholder management is informed by social responsibility. In addition, the findings suggest that crises may be tipping points for changes toward mission-driven approaches to governance. Practical implications Acknowledging the roles of social responsibility and proximity in stakeholder management during contextual crises allows for more informed governance of organizations that face disruptions in their system of stakeholder relations. Originality/value This study contributes unique insights into the decision-maker’s prioritization of stakeholders during the COVID-19 crisis. The uncertainty associated with the emerging “new normal” allowed for an extreme test of socially embedded versus resource-oriented approaches to stakeholder management.

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Section: Discussion: Stakeholder Reprioritizationmentioning

confidence: 99%

Crises conducting stakeholder salience: shifts in the evolution of private universities’ governance in Latin America

González-Pérez

Cordova

Hermans

et al. 2021

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“…Successfully overcoming barriers to TT is key in ensuring longevity as well. The following are some of the micro issues that were specifically encountered in this case study and how addressing them led to the successful co-creation of process and fulfilling the requirement of needing incentive to all parties involved to create successful TT's (Degl'Innocenti et al , 2019).…”

Section: Discussionmentioning

confidence: 99%

A micro-level view on knowledge co-creation through university-industry collaboration in a multi-national corporation

Jones

Coates

2020

JMD

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PurposeTechnology transfer (TT) in industry to university collaboration (UIC) literature focuses primarily on a macro view within an SME environment. While these discussions are important to establish the significance of encouraging UIC's as the value is important to both parties, there is a need for further research at a micro level to help understand key approaches to ensuring the success of the TT. By looking at how value created from TT for a multi-national corporation (MNC) with a project based within a single subsidiary, this research effectively looks at the issue from both a SME level (the subsidiary independently) and a MNC level.Design/methodology/approachThe research uses a longitudinal knowledge transfer partnership and action research to form a case study of Parker Hannifin's Gas Separation and Filtration Europe, Middle East and Africa (GSFE) division.FindingsThe research highlights the key areas to focus on in ensuring a successful TT within an UIC such as: once identifying the gap that a UIC is filling in the company, identifying internal barriers before the project starts; education of why change is necessary and then using knowledge experts to educate on the new processes being introduced and finally; incorporation of a full range of personnel, not just those directly involved in the day-to-day of the UIC.Research limitations/implicationsAs a case study, further research is required to make the results more generalisable. One way to do this would be to evaluate previous successful and unsuccessful UIC's and determine if the success criteria identified were present in these programmes.Practical implicationsThere are three critical points that can be taken away from this research and applied to any company looking to use UIC for TT and value co-creation. Education, external knowledge experts and business wide inclusion were highlighted in the findings as being potentially critical turning points and need to be addressed for successful TT.Social implicationsSuccessful UIC's further encourage investment in such programmes which has greater societal benefits. Not only can we see greater leaps in industry through better, more specific knowledge being transferred from the university, the industry knowledge fed into universities helps to guide research and teachings.Originality/valueThe micro level view created by action research based from the industry partner perspective adds another level of importance as the “how” for overcoming barriers is clearly addressed. Furthermore, the research looks at how a multi-national corporation can have value added through UIC's within subsidiaries which often is not addressed in the literature.

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“…Academic quality and quality of research work building trust and reliance on external entities play a significant role in university-industry collaboration. Individuals who produce high-quality research could attract more external collaboration and rise more external funds (Degl et al, 2019). It was found that about 10% of new products and processes introduced by firms would not simply be possible without scientific research studies carried out by academics (Mansfield, 1991).…”

Section: Review Of Literaturementioning

confidence: 99%

Do demographic factors matter in university-industry knowledge exchange? A study based on Sri Lankan university system

Weerasinghe

Dedunu

2020

JKM

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Purpose This study aims to identify the effect of demographic factors on the relationship between academic contribution and university–industry knowledge exchange in Sri Lanka. Design/methodology/approach This study is of quantitative and explanatory type , which applied the deductive research method, and is conducted with minimum interference of researcher taking individual academics as the unit of analysis. The study collected data from 178 academics randomly through a structured questionnaire designed to analyze through statistical package for the social sciences and analysis of a moment structure statistical software. A structural equation model is applied to collected data to explore the moderating impact of the demographic factor on the university–industry knowledge exchange. Findings Overall involvement of academic staff in joint research, contract research, human resource mobility and the training with industry were was low in Sri Lanka. However, all four independent variables significantly associated with the knowledge exchange process from which only joint research and training had a statistically significant effect on university–industry knowledge exchange . Concerning demographic factors, only the quality of academic research significantly moderated the relationship between academic contribution and university–industry knowledge exchange process in Sri Lanka. Research limitations/implications This study considered only the university side of the university–industry knowledge exchange process. Practical implications This paper implies that gender, age and area of specialization did not have significant power to moderate the relationship between academic contribution and university–industry knowledge exchange process. Originality/value There is a lack of research literature discussing the moderating effect of demographic factors on the university–industry knowledge exchange process. In Sri Lanka, money and commercial benefits that received through industry partnerships had not been valued by academics. The majority considered the connection with industry and exchange knowledge as a responsibility that they should perform in return to free education received from grade one to graduation.

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The interconnections of academic research and universities’ “third mission”: Evidence from the UK

Cited by 38 publications

References 63 publications

Crises conducting stakeholder salience: shifts in the evolution of private universities’ governance in Latin America

Crises conducting stakeholder salience: shifts in the evolution of private universities’ governance in Latin America

A micro-level view on knowledge co-creation through university-industry collaboration in a multi-national corporation

Do demographic factors matter in university-industry knowledge exchange? A study based on Sri Lankan university system

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