Enhancing university –industry collaboration: What are the drivers of academic researchers’ involvement in industry?

Author:

Ahamed Galib Mostak1,Nahar Munny Kamrun2,Khudaykulov Akmal3

Affiliation:

1. School of Management, Wuhan University of Technology, Wuhan, China

2. Industrial Management, European University of Bangladesh, Bangladesh

3. School of Management, Huazhong University of Science and Technology, Wuhan, China

Abstract

Industry engagement of researchers plays an important role in organizational outcomes such as increased number of licenses and patents, innovation, successful R&Ds and consequently increased efficiency and economic performance. The gap between the theory and practice of industry engagement are identified and a scientific model of industry engagement of is developed in this paper. The research model depicts the possible generation of the industry engagement as an outcome. Through a detailed review of all factors belonging to the scope of motives that are opportunity-driven, key factors that are most conducive to researchers’ industry engagement were identified. We have proposed the relationship between compensation and recognition, access to resources, application of the research, networking opportunities, and industry problem solving with industry engagement. This study supports the notion that industry engagement is essential for improving organizational learning capability and innovation performance. Significant implications for organizations exist, as they are aware of which parts of their operations and conditions will drive relevant talent to engage in the organizations’ work. academia drivers

Publisher

Inovatus Usluge d.o.o.

Reference70 articles.

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2. Agrawal, A., 2006. Engaging the inventor: Exploring licensing strategies for university inventions and the role of latent knowledge. Strategic Management Journal 27 (1), 63-79,

3. Agrawal, A., Henderson, R. M., 2002. Putting patents in context: Exploring knowledge transfer from MIT. Management Science 48 (1), 44,

4. Aiken, L. S., West, S. G., 1991. Multiple regression: testing and interpreting interactions. Thousand Oaks, Sage.

5. Allen, T. J., 1988. Distinguishing engineers from scientists, in: Katz, R. (Ed.), Managing professionals in innovative organizations, Cambridge MA, Ballinger, pp. 3-18.

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