Crossing (or not?) the 'valley of death': University-industry collaborative e-platforms

The publication is available to ISPIM members at www.ispim.org.In the today’s era of the two-sided markets, the online knowledge market places (as yet2.com) are developing rapidly. Given the importance of the academia-business interface, for the economic development these online tools now emerge to assist knowledge transfer also between academia and business. However, despite their potential, the online marketplaces or platforms for university-industry innovation remain unexplored from a research perspective – although at least three streams of literature try to tackle this phenomenon to a certain extent: economics, sociology and computer science. Using nine case studies of such platforms from across the globe, we explore in-depth their role in crossing the ‘valley of death’ between academia and business. Analysing the academia-business online knowledge transfer intermediaries through the lenses of economics, sociology and computer science, we outline the theoretical scope of this emerging phenomenon, its key characteristics and share managerial as well as policy implications on its contribution to ‘crossing the death valley’

Triple helix knowledge interactions: A study of institutional, virtual and on-line intermediaries

Moving from a triple helix perspective, through quadruple and quintuple toward N-Tuple helices, the emphasis placed on the utility of knowledge and the effectiveness of knowledge transfer by the world’s leading economies only increases. Similarly, at an organisational level the shift toward knowledge sharing and open innovation reflects this also. Therefore, the importance of understanding the interactions between the respective stakeholders and the specific mechanism and structures being developed to facilitate and manage this activity, is imperative too. This will better enable us to maximise the potential offered to companies, universities and societies from knowledge sharing and exchange and this study focuses on one particular type of organisation operating within this intersection – intermediaries who facilitate knowledge or technology transfer. Firstly we identify a range of structural models that stakeholders from around the world have adopted to build their knowledge and technology transfer offerings. These range across institutional: through faculty-based; arms-length; peripheral; regional-virtual and virtual-online. The article discusses the relative merits of each structure before focussing in on one new and emergent mode – the virtual online platform. We then explore different on-line platforms before deriving a simple typology that begins to characterise their respective service offerings and major differentiating characteristics. Finally, the article showcases five specific offering, representing the respective typologies, before discussing their relative strengths and weaknesses and their fit with the wider structural offerings, presented in the earlier sections of the paper. The article makes a number of contributions. By identifying the respective structural configurations of intermediaries, researchers may compare and contrast each format and University senior managers can likewise consider the respective options before they select and launch their own knowledge or technology transfer office. Also by exploring and comparing the virtual online platforms, actors in the triple helix can understand how this new type of intermediation fits within the existing typologies

Innovation intermediaries in university-industry collaboration: analysis of online platforms

This paper was presented at The XXVII ISPIM Innovation Conference – Blending Tomorrow’s Innovation Vintage, Porto, Portugal on 19-22 June 2016. The full conference proceedings are available to ISPIM members at www.ispim.org.The importance of intermediation in university-industry collaboration (UIC) has been widely acknowledged, however, the phenomenon of UIC online tools is not yet studied in detail. In this paper, we examine fifteen UIC online platforms, identify their functions and role that they play in UIC. By combining secondary data with interviews with platform developers and users, we identify five main archetypes of collaborative online platforms: education-focused, knowledge transfer platforms, crowdsourcing platforms, networking tools and platforms for innovation marketing. We also present a number of the benefits the platforms bring. These tools reduce the time and resources spent establishing and managing collaborations; they help to make networking more targeted; they help to reveal the value that university research has for business and increase the adoption of university education. Our findings suggest that whilst facing some challenges, the platforms analysed represent a scalable, rapidly growing and more importantly demand-led business opportunity

Innovation and Entrepreneurship for Social goals and Sustainability in developing countries

The shift towards a sustainability-driven society includes changes to the educational system, business operations, innovation and entrepreneurial ecosystems as well as policymaking. Moreover, such a shift demands particularly a combination of top-down policy-making initiatives and bottom-up social entrepreneur-driven changes. Social innovation and entrepreneurship are providing solutions for globally recognized social and sustainability challenges such as poverty, education, environmental and climate change, peace support – worldwide yet also in the particularly challenging context of developing economies. We aim to showcase the best practices of social and sustainability-oriented innovation and entrepreneurship in the context of developing economies. In particular, we address the question of how social entrepreneur and innovator with bottom-up ideas could complement the top-down policymaking initiatives. Our design implies qualitative research aiming to disseminate the inspiring story of a social innovative enterprise, which represents a successful example of complementing policy-making efforts. Accordingly, our findings contribute to the literature on social innovation and entrepreneurship in the context of developing economies and simultaneously informs social entrepreneurs and policymakers on potential opportunities for synergy in their efforts

Traditional, virtual, and digital intermediaries in university-industry collaboration: exploring institutional logics and bounded rationality

This is the final version. Available on open access from Elsevier via the DOI in this recordUniversity-industry collaboration now extends beyond traditional intermediary structures and logics, enabled by more contemporary virtual networks and digital formats. This however poses new strategic and operational challenges for effective and responsive knowledge transfer. The purpose of this paper is to compare traditional models of knowledge transfer intermediaries in university-industry collaboration with emerging, virtual (network-based) and digital intermediaries by exploring their structures (thus institutional logics) and their services (their agency). We synthesise literature to form a comprehensive analytical framework to assess the structure and agency of twenty international knowledge transfer intermediaries from around the world. Further running a cluster analysis using multiple correspondence analysis method and following its results we propose a unique combination of institutional logic and bounded rationality lenses, which allowed us to identify four types of knowledge transfer intermediaries: rigid, rigid-unbounded, agent-bounded and agile. Our unique framework contributes to existing knowledge focused on traditional forms of knowledge transfer intermediaries, by identifying and positing institutional logics for emerging contemporary virtual and digital intermediaries in university-industry collaboration.Finnish Foundation for Economic Education (Liikesivistysrahasto)Scandinavian Consortium for Organizational Research (SCANCOR