Managing the intellectual capital within government-university-industry R&D partnerships

Abstract

Purpose – As the complexity and scope of technical and social challenges increase, solutions to those challenges must be addressed by collaborative research and intellectual capital sharing efforts involving multiple organizations. One prominent type of research collaborative is the government-university-industry R&D partnership, an organizational form found in many countries. These collaboratives pose special management challenges, as they must combine the efforts of researchers coming from very different institutional and organizational cultures in order to capitalize their own intellectual capital. Many such partnerships have failed due to the inability to bridge these cultural gaps. The purpose of this paper is to propose a framework for establishing and managing these partnerships, using principles and constructs drawn from institutional theory, organizational learning, alliance theory, and innovation management. Design/methodology/approach – The examples of the NASA Laboratories, which are incubating several companies, are analyzed to show how this framework can highlight key attributes of successful research collaboratives. Findings – The recurring pattern from these diverse case studies shows that the presence of internal and external champions, appropriate technology, and patient risk capital make a difference in winning in a competitive environment. However, part of the same pattern perhaps is the lack of any identifiable recipes for success - critical factors appear to be situation specific. Originality/value – In light of the findings from the seven case studies the authors presented, they recommend using a hybrid portfolio approach in assessing the success of technology transfer and commercialization efforts.