Critical factors for benefits realisation in collaborative university-industry R&D programs

Q3 Business, Management and Accounting

International Journal of Project Organisation and Management Pub Date : 2020-03-06 DOI:10.1504/ijpom.2020.10027461

G. Fernandes, M. Araújo, Rita Andrade, Eduardo B. Pinto, Anabela Tereso, R. J. Machado

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引用次数: 8

Abstract

This study aims to help academics and practitioners to realise the benefits resulting from collaborative university-industry research and development (R&D), by identifying the most critical factors for benefits' realisation. A literature review was conducted allowing us to compile a list of 33 most acknowledged benefits resulting from university-industry R&D collaborations, and a list of 66 critical factors for the realisation of the most acknowledged benefits identified. A benefit breakdown structure and a critical factors breakdown structure were developed to provide a better description of the 'variables' that are involved in managing benefits. A two-stage Delphi survey method, involving data analysis from seven invited experts, was conducted to identify the critical factors that should be leveraged in order to realise the most acknowledged benefits from collaborative university-industry R&D. The most common types of critical factors that contribute to benefits realisation in general are: 'strategic', 'inter-relational' and 'cultural'.

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校企合作研发项目效益实现的关键因素

本研究旨在通过确定实现利益的最关键因素，帮助学术界和实践者实现校企合作研发(R&D)带来的利益。通过文献综述，我们编制了一份清单，列出了大学与产业研发合作带来的33个最公认的利益，以及实现最公认利益的66个关键因素。为了更好地描述管理福利所涉及的“变量”，我们开发了一个福利分解结构和一个关键因素分解结构。采用两阶段德尔菲调查法，对来自7位受邀专家的数据进行分析，以确定应该利用的关键因素，以实现校企合作研发的最公认的利益。一般来说，促成利益实现的最常见的关键因素类型是:“战略”、“内部关系”和“文化”。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

International Journal of Project Organisation and Management Business, Management and Accounting-Strategy and Management

CiteScore

1.30

自引率

0.00%

发文量

期刊介绍： The aim of IJPOM is to attract contributions, and especially case studies, from a wide spectrum of academics and practitioners. As managers and business schools are increasingly placing increasing emphasis on strategy implementation issues, a project management approach will undoubtedly become more compelling and thus more acceptable in a wide range of fields. Readership IJPOM''s readership will come from professionals and managers dealing with project management on a daily basis. It also includes academics and researchers from various fields (business administration, economics and social sciences) concerned with the topic as well as policy makers and project planners in the field of business, commerce and industry. Contents IJPOM publishes original, theoretical, conceptual and empirical papers on a wide range of issues about project management. It also includes best practice examples as well as technical reports on the latest project management tools. Topics covered include Pre-project activities Project proposals/initial analysis, conception/design, management models Post-deployment review/documentation Engineering, production, service, construction projects Public sector programmes/campaigns, public/private sector partnerships Consultancy projects, public relations campaigns Mergers/acquisitions, outsourcing, alliances Particular events, humanitarian aid programmes, disasters projects Virtual projects, web-based PM, open-ended projects Communication/collaboration, negotiation skills, risk assessment/management Current/emerging standards, facilities/equipment support, quality assurance/testing Goals/objectives setting, budgeting, time/cost estimating HRM challenges, staffing, organisation change projects Opportunity management, marketing/branding strategies, measurement/metrics Project coordination/scheduling/governance, knowledge management.