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University-Industry/Business Ecosystem Presentation 1st april 2012
 

University-Industry/Business Ecosystem Presentation 1st april 2012

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The presentation shows an ecosystem model created during the largest study into cooperation between European HEIs and business. The study was made by the Science-to-Business Marketing Research Centre ...

The presentation shows an ecosystem model created during the largest study into cooperation between European HEIs and business. The study was made by the Science-to-Business Marketing Research Centre in Münster, Germany (S2BMRC) for the DG Education and Culture at the European Commission (EC) during 2010 and 2011. Furthermore, the results not only provide a benchmark for European UBC, but also to outline potential reasons, influencing factors, drivers and barriers to UBC as well as offering recommendations for the future. The model has been practically and scientifically validated.

For more information go to: www.ub-cooperation.eu or contact Todd Davey - davey@fh-muenster.de

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  • The UBC Ecosystem: Created during the Hippo Study

University-Industry/Business Ecosystem Presentation 1st april 2012 University-Industry/Business Ecosystem Presentation 1st april 2012 Presentation Transcript

  • The describer of European University-Business Cooperation (UBC)The UBC EcosystemA simple model forincreasing theunderstanding ofEuropean University-Business Cooperation (UBC)
  • ABOUT THE STUDY: Hippo Study on the cooperation between HEIs Objectives and public and private organisations in Europe (HIPPO) 1. To chart the current situation regarding UBC in Europe, Client: DG Education and Culture, 2. To describe the factors that European Commission facilitate or inhibit UBC, 3. To identify and describe 30 Duration: May 2010 to August 2011 examples of good practice in (15.5 months) European UBC. 4 project partners: 6,280 Coventry University total responses Red OTRI Universidades Largest study ever into European university-business cooperation (UBC) Cracow University of Economics • 4,123 academics • 2,157 from HEI Mngt. Free University Amsterdam 2 2
  • The UBC EcosystemDEF_University-Business Cooperation (UBC) All types of direct and indirect, personal and non- personal interactions between HEIs and business for reciprocal and mutual benefit.DEF_ The UBC Ecosystem A model that describes how UBC is affected, influenced or supported by other aspects including drivers, barriers, perceived benefits, supporting mechanisms and key UBC stakeholders. The model also shows the outcomes of UBC in HEIs, academics and business, as well as the society as a whole. The model reflects the complex interrelationship and co-reliance among these elements within the UBC ecosystem
  • 2. Outcomes for HEIs, academics & business (direct) Outcomes DEF Refers to the direct outcomes experienced at an for HEIs, HEI / business from UBC specifically in regard to: 2 academics, 1 Knowledge society 1. teaching, business 2. research and 3. knowledge transfer University-Business 3 Cooperation (UBC) Benefits for HEIs Academics Business Improving/increasing • more relevent • drives local Influencing 4 factors 5 Supporting • future job research and business mechanisms prospects of teaching through students, content product and • the research • better / service 6 Key stakeholders conducted within development, greater the HEI, opportunities • drives • transfer of to fund necessary skills knowledge and projects and knowledge technology to society • more • drives future ACTION • increasing third- publishing income Promote these within the HEI party money opportunities 4
  • 3. Outcomes for society (indirect) Outcomes DEF Refers to the indirect outcomes experienced by for HEIs, society generally from UBC 2 academics, 1 Knowledge Knowledge society society business The indirect social contribution of UBC includes: • creates jobs and stimulates economic growth, University-Business 3 • increases living standards, productivity and social Cooperation (UBC) cohesion. 4 Influencing Key to building the Knowledge Society factors 5 Supporting mechanisms With the creation of the Europe 2020, the European Union’s (EU) growth strategy for the coming decade, and the higher education modernisation agenda, 6 Key stakeholders Europe is embracing the need to create a more connected and functioning relationship between government, business and HEIs ACTION Promote these with key stakeholders 5
  • 1. Extent of UBC Outcomes DEF Refers to the extent of UBC being undertaken for HEIs, by a HEI or an academic. 2 academics, 1 Knowledge society business There are eight types of UBC (with different levels of development) University-Business University-Business 3 3 Cooperation (UBC) (UBC) Collaboration in R&D 6.4 HEIs Mobility of students 6.3 4 Influencing 5 Supporting Commercialisation of R&D results 6.0 factors mechanisms Lifelong learning 5.8 Curriculum development and delivery 5.8 6 Key stakeholders Entrepreneurship 5.7 Governance 5.2 Findingt: Those types of UBC offering 1. more direct, Mobility of academics 4.7 2. measurable, and 3. promotable benefits… 1 2 3 4 5 6 7 8 9 10 are the most developed ones. n=1753 Not at all Low Medium High 6
  • 1. Extent of UBC Approximately 1 of every 3 HEIs undertake 2 of every 5 academics are no or a low amount of UBC responsible for most of the activity UBC activity Academic UBC in Europe HEI UBC in Europe No No 37% UBC 8% UBC 26% Low Low 26% UBC UBC 66% 37% Med-high Med-high UBC UBC n=6280 n=2136ACAD HEIs7
  • 4. Influencing factors 4. Influencing factors are made up of: Outcomes for HEIs, a) Situational factors (e.g. age, faculty, years in 2 academics, 1 Knowledge society business, etc.) business b) Barriers c) Drivers University-Business 3 d) Perceived benefits Cooperation (UBC) 4 Influencing Influencing 5 Supporting factors factors mechanisms 6 Key stakeholders Drivers & Situational Benefits Barriers Factors 8
  • 4. Influencing factors: Years in business d) All Situational factors help to explain UBC Outcomes for HEIs, 2 academics, 1 Knowledge society business University-Business 3 Cooperation (UBC) 4 Influencing Influencing 5 Supporting factors factors mechanisms ...but only a few of them have practical implications Years in business Total UBC Scale: 1 = none, 6 Key stakeholders >1 - 4 = low None 3.4 >4 - 7 = medium >7 - 10 = high >0-2 3.9 >2–5 4.2 Drivers & Situational Benefits Barriers Factors >5–9 4.4 Finding: The extent of UBC is significantly lower with > 9 - 19 4.5 those academics with no experience in business > 19 years 4.5 9
  • 4. Influencing factors: Country Commerciali- Curriculum Collaboration Mobility of Mobility of sation of R&D development Lifelong Entrepreneur-Country in R&D academics students results and delivery learning ship Governance Total UBCAustria 6.7 3.8 5.1 5.5 5.0 5.4 4.5 4.4 5.0Belgium 6.3 4.5 5.9 5.6 5.5 5.4 5.6 4.5 5.4Bulgaria 5.4 5.4 6.0 4.8 5.7 6.4 5.6 5.5 5.8Czech Republic 6.1 5.0 5.8 5.0 6.3 6.3 4.0 3.9 5.3Denmark 6.3 4.8 6.7 5.4 5.8 6.3 6.0 4.7 5.8Estonia 5.1 4.1 5.2 4.7 6.9 6.4 4.9 4.0 5.1Finland 7.4 5.3 7.0 5.4 5.9 6.6 6.0 5.0 6.2France 6.8 4.0 6.8 5.2 6.3 6.2 6.0 5.9 5.9Germany 7.2 4.6 6.7 5.9 4.9 5.3 5.6 4.7 5.6Hungary 6.4 4.6 5.4 4.7 6.1 6.2 4.8 5.1 5.6Ireland 7.9 5.1 7.2 7.7 7.3 7.1 7.6 6.8 6.9Italy 5.8 4.8 6.0 5.0 5.9 5.5 5.1 4.7 5.3Latvia 6.4 5.9 7.2 4.4 6.7 6.8 5.6 6.0 6.4Lithuania 4.9 5.9 7.2 4.4 6.7 GERMANY 6.8 5.5 5.6 6.0Netherlands 6.4 4.6 6.1 5.4 5.2 European 5.9 5.4 leaders in4.8 UBC 5.4Norway 6.5 4.0 5.3 4.7 4.5 4.7 Collaboration in 3.9 1. 4.6 R&D 4.7Poland 4.9 4.4 5.5 4.0 5.1 5.2 5.0 4.7 4.9 6.0 4.8 6.8 4.8 6.0 2. Mobility of students 6.4 6.1 5.1 5.8PortugalRomania 6.8 6.3 7.2 5.5 6.9 3. Commercialisation of R&D 6.6 7.0 6.5 6.4Slovakia 5.1 4.8 5.4 4.4 4.9 5.5 3.9 4.3 4.6Spain 6.9 4.9 6.6 6.1 5.7 6.4 6.3 Below average extent 5.5 of UBC 6.1Sweden 7.0 4.4 5.4 6.2 5.5 5.8 6.1 5.0 5.7Turkey 5.6 5.0 5.4 4.5 4.6 1. Curriculum development & 5.2 5.3 5.7 5.4United Kingdom 7.6 5.4 6.5 7.4 6.9 6.5 Delivery 7.2 6.3 6.6 2. Lifelong learningScale: 1 = No UBC, >1 - 4 = low ; >4 - 7 = medium ; >7 - 10 = high 3. Governance
  • 4. Influencing factors: Barriers to UBC Outcomes Lack of funding and excess of bureaucracy for HEIs, at all levels are the highest barriers to UBC… 2 academics, 1 Knowledge society but removal of barriers does not create UBC business Most important barriers for academics University-Business 3 1. Bureaucracy within or external to the Cooperation (UBC) HEI (7.3) 2. Lack of HEI funding for UBC (6.9) 4 Influencing Influencing 5 Supporting 3. Lack of external funding for UBC (6.9) factors factors mechanisms Most important barriers for HEIs 6 Key stakeholders 1. Lack of external funding for UBC (7.0) 2. Lack of financial resources of the business (6.9) Drivers & Situational Benefits 3. Business lack awareness of HEI Barriers Factors activities (6.9) Finding: All academics and HEI representatives see the same barriers to UBC Scale: 1 = No No importance,; - 107= high importance high Scale: 1 = UBC, >1 - 4 = low >4 - = medium ; >7 - 10 = 11
  • 4. Influencing factors: Drivers of UBC Personal relationships drive UBC. It’s a people Outcomes for HEIs, game! Existence of mutual trust and commitment 2 academics, 1 Knowledge are the most important drivers of UBC for both society business academics and HEIs. University-Business Most important drivers for academics 3 Cooperation (UBC) 1. Existence of mutual trust (7.4) 2. Existence of mutual commitment (7.0) 3. Having a shared goal (7.0) 4 Influencing Influencing 5 Supporting factors factors mechanisms Most important drivers for HEIs 6 Key stakeholders 1. Existence of mutual trust (7.5) 2. Existence of mutual commitment (7.1) Benefits Drivers & Situational 3. Having a shared goal (7.1) Barriers Factors Finding: Those academics or HEIs perceiving higher drivers for UBC are more engaged in Scale:11 = No importance, ;->4 - 7 = medium ; >7 - 10 = high Scale: = No UBC, >1 - 4 = low 10 = high importance 12 UBC than those perceiving low drivers for UBC
  • 4. Influencing factors: Perceived benefits Perceptions of high benefits & incentives drive UBC. Outcomes for HEIs, 2 academics, 1 Knowledge Academics recognise society 1 Students business benefits for different stakeholders… 2 Business however to a lower 3 HEI University-Business extent the personal 3 4 Academics Cooperation (UBC) benefits they receive from UBC. 4 Influencing Influencing 5 Supporting HEIs rated the highest factors factors mechanisms 1 Students benefits for students, followed by business… 2 Business then the ability of UBC 3 HEI 6 Key stakeholders to contribute to the mission of the HEI in 4 Society third place with the Drivers & Situational lowest benefits Benefits perceived for society. Barriers Factors Finding: The higher the perceived personal ACTION: In order to encourage UBC, the right benefits of UBC, the higher the extent of UBC incentives need to be in place 13 carried out
  • 5. Supporting mechanisms The creation and development of supporting Outcomes for HEIs, mechanisms are critical for UBC 2 academics, 1 Knowledge 1. Strategic instruments society business a. Documented e.g. vision / mission, b. Implementation e.g. incentives 2. Structural instruments or approaches University-Business a. Positions i.e. personnel 3 Cooperation (UBC) b. Agencies i.e. units of focus 3. Operational activities a. Academic focussed 4 Influencing Supporting b. Student focussed factors 5 mechanisms mechanisms 4. Framework conditions 6 Key stakeholders Having a dedicated: 1. strategy, Finding: The UBC supporting mechanisms 2. program / agency / that are easier to implement, are much responsible person, activity, more developed than those that are more Has a substantial effect on stimulating difficult to implement the different types of UBC 14
  • 5. Supporting mechanisms Outcomes DEVELOPMENT for HEIs, 2 academics, 1 Knowledge society The development of the 4 Pillars (supporting business mechanisms) from the most developed to least is: University-Business 1. Operational activities (5.4), 3 2. Structures and approaches (5.1), Cooperation (UBC) 3. Strategies (4.9), and 4. Framework conditions (4.5). 4 Influencing Supporting 5 mechanisms IMPACT factors mechanisms The impact on UBC from the 4 Pillars from the 6 Key stakeholders highest to lowest is: 1. Strategies (58%) (especially implementation strategies) ACTION A greater focus on 2. Operational activities (53%), strategies (especially implementation 3. Structures and approaches (52%), and strategies) is required 4. Framework conditions (40%). 15
  • 6. Stakeholders Stakeholder Explanation Outcomes Includes all levels of governments ranging from for HEIs, Governments 2 academics, 1 Knowledge regional or national to international. society business HEI representatives: 1. University management HEIs 2. University professional working with business University-Business 3. Academics (incl. professors, researchers and 3 Cooperation (UBC) lecturers) Business is considered in a broad sense in the study to include: 4 Influencing 5 Supporting 1. Privately and publicly owned organisations, factors mechanisms Business 2. Non-government organisations, 3. Not-for-profit organisations 6 Key stakeholders Intermediaries in UBC can be understood as those organisations not necessarily owned or managed by either the Government or HEI that facilitate Intermediaries UBC. These include: chambers of commerce, business associations, investor groups and regional development agencies. 16
  • Hippo Study: A summary of key findings 10 key findings 1. UBC is vital in creating a knowledge society 2. UBC ecosystem is complex and integrated 3. UBC in Europe is at an early stage of development 4. Those UBC types with more direct, measurable, and promotable benefits are the most developed (e.g. collaboration in R&D, mobility of students) 5. Situational factors (e.g. age, faculty) help to explain UBC but there is little that can be implemented from these results 6. Lack of funding and excess of bureaucracy at all levels (HEI, national, European) are the highest barriers to UBC 7. Personal relationships drive UBC. It’s a people game! 8. Perceptions of high personal benefits & incentives are motivators of UBC 9. The creation and development of supporting mechanisms (especially those with the highest impact) are critical for UBC 10. In the UBC ecosystem, the multiple actors need to work cooperatively and in a coordinated manner 17
  • The UBC Ecosystem Knowledge Impact The model works from bottom 1 society Contribution to society level to top. All aspects are (indirect) measurable (benchmarking) Outcomes for Outcome 2 HEIs, academics Contribution to teaching, research and knowledge transfer at a HEI level Outcomes for HEIs from UBC & business (direct) and society Result 3 University-Business Cooperation (UBC) level The extent of UBC taking place Influencing factors The factors that have an Influencing Includes benefits of UBC, drivers and barriers Factor 4 Factors influencing UBC including perceived benefits of UBC, factorsdrivers and barriers to UBC and situational factors affecting UBC to UBC, situational factors affecting UBC level influence over the success of your actions in stimulating UBC Supporting Includes strategies, structures and appraoches, 5 mechanisms activities and framework conditions Action Here is where action by key level stakeholders takes place in the form of supporting mechanisms Key stakeholder including HEIs Key 6 stakeholders (academic, management and UPBs), Government (EU, national, regional) & business
  • The UBC Model University-Business Cooperation 8 types of UBC Curriculum ResultCollaboration Academic Student Commercial- isation of development Lifelong Entrepren- Governance level in R&D mobility mobility & learning eurship R&D results delivery Analysis takes place in this direction D D D D Benefits Drivers Barriers Situational Factor Factors level E E E E G G G G 2. Structures & 4. Framework 1. Strategies 3. Activities approaches Conditions Action level HEIs Government Business Mngt. KTPs ACAD EU Nat. Local
  • TEAM HIPPO Todd Davey, Project Manager Dr. Thomas Baaken, Project Director Victoria Galan Muros, Analysis Management Arno Meerman, Data Management and Analysis David Serbin, Survey Design and Data Management Michael Deery, Case Study Management 20
  • CONTACT Contact Contact persons Science-to-Business Marketing Research Centre Germany Todd Davey University of Applied Sciences Muenster davey@fh-muenster.de Corrensstr. 25 D-48149 Münster Prof. Dr. Thomas Baaken Germany baaken@fh-muenster.de Tel.: +49 251 83-65683 Fax: +49 251 83-65534 Web: www.science-marketing.de 21