1. Lost in Translation: The Academe-Industry Gap Professor Brian Fitzgerald Vice-President Research University of Limerick Inaugural Scandinavian Conference on Information Systems 21 August 2010
2. Quick Audience Quiz… They say nothing in these research papers – and they say it in a pretentious way Conferences are just subsidised vacation opportunities Basic research is like shooting an arrow in the air and, wherever it lands, painting a target around it I’m going to work an extra hour per week Cannot meet on Monday – it’s a public holiday Most companies are in a ‘Realm of Darkness’, blissfully unaware of even rudimentary concepts Pract. Acad. Who Said?
7. Open Innovation Legal Agreement? … enhancing the commercialisation of Research and Development capability in the sector through the exclusive partnership with Cuideachta In the event that the practice by Cuideachta would infringe any patent belonging to University, University agrees that it will grant Cuideachta an option to license such University patent on fair and reasonable terms University represents that it will avoid designing and/or developing any item under this Agreement which infringes intellectual property rights of any third party. … University agrees to defend and indemnify Cuideachta from any and all liability caused by any University Representative’s negligent use of any facilities and equipment
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11. Academe-Industry Engagement Process Model GP 2.1 Establish an organizational policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management CMMI Generic Practices
20. What works well for one… may not work so well Industry Academic Collaboration
21. What works well for one… may not work so well… Industry Academic Collaboration for the other! Thank You (Special thanks to Pär Ågerfalk, Tone Bratteteig, Erik Stolterman)
22. It’s a question of balance… but this can be difficult to maintain! Industry Academic Collaboration
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24. As with all things, it’s a question of balance… But this can be difficult to maintain! Industry Academic Collaboration Thank You
Editor's Notes
Andrew Van De Ven Engaged Scholarship: Fundamental shift from disconnected researchers to coproduction of knowledge Intellectual arbitrage: dialectical approach taking advantage of differences in perspectives, pluralist Conflict inevitable & embraced (task not personal) Five dimensions of engaged scholarship: 1 big questions, 2 collaborative learning, 3 extended time, 4 multiple models/methods, 5 re-examine research assumptions/self reflection/action research Cant argue with extended time but surely a cop-out as we don’t know how to achieve this. For every complex problem etc. Bill McKelvey 2006 joint probability of all aligned small
Boole 1840s UCC - Claude Shannon - 1937 MIT 21-year-old master's student at MIT: electrical application of Boolean algebra could construct and resolve any logical, numerical relationship. Most important master's thesis of all time Stokes: Mechanical aero engineers working in molecular biology. Microfludic solutions to the challenge of cancer diagnostics, expertise over 10 years in micro-engineering. first application is in childhood leukaemia identifying the genomic markers that classify the disease M Davies saw T Pembroke’s lab and serial processes that could be miniaturised. Put stuff in bubble even combine bubbles. High throughput of tests means that stat significance can be applied. Raj Gupta in LRH. Monsanto – 1m tests in 3 weeks? 3m VC to date + big Monsanto deal for 10m? 6 months to 6 minutes. Aughinish: Comp fluid dynamics. Analyse flow of abrasive fluid at 200deg and 50 megapascals through pipes and hitting bends. Can predict when failure will occur. Cook: fundamental physics research to improve the radiopacity of the NiTi alloy, through the addition of Rare Earth elements Power management technology for high performance digital systems. Digital algorithm for control circuit to sense load, capacitance, inductance, etc., and automatically adapt the power-control function to compensate accurately. This stabilizes voltage conversion and transient response over a wide range of conditions. Simplifies time-consuming “black art” of designing analog compensation loops which were sub-optimal by necessity and designed for worst-case conditions. Anthony Kelly came to UL from Analog to do a PhD. Didn’t publish. Several colleagues left with him. 7m VC.
Brannock & Denny 1998
Open only one way IP reachthroughto University IP “ Knowingly” key – can’t know all IP rights of potential third parties Unlimited indemnities
0925 Mobile proposal : Patricia Thornton 2002; logic of profession incongruence with logic of market Thornton, Patricia H. 2002. ''The Rise of the Corporation in a Craft Industry: Conflict and Conformity in Institutional Logics.'' Academy of Management Journal 45(1):81-101. Knowledge food chain: Biology-Med research-Med Schools- PhD/MD-Hospitals-GPs-Patients Disciplines-Management Research- PhD/MBA-Students-Consultants-Practitioners Different worlds (Kondrat 82) versus knowledge transfer problem Phronesis (pract knowledge) v episteme (basic knowledge) v techne (applied technical knowledge)
Relevance is a weasel word. Academic considerations no less goal-oriented with a ‘business’ logic Generalizable/context-free v. site-specific/date-stamped
(SEI, 2002). CMMISM is a model that software organizations can use to improve different process areas by utilising a hierarchy of capability or maturity levels. Process areas are supported by specific and generic goals. Specific goals (SG’s) address the unique characteristics of the process area, while generic goals (GG’s) address the institutionalisation to be achieved. Specific goals are supported by specific practices (SP’s) – important activities in achieving the specific goal, while generic goals are supported by generic practices (GP’s) – activities that institutionalise and assure the effectiveness of the processes associated with the process area
7-stage model adapted from subset of the generic practices - GP 2.1 through to GP 2.10. Generic goals (mandatory) and GPs to achieve institutionalisation Generic goals and practices are a part of every process area. GG 1 Achieve Specific Goals GP 1.1 Perform Specific Practices GG 2 Institutionalize a Managed Process GP 2.1 Establish an organizational policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process
e.g. IP policy. Co can see in advance and identify sticking points GP 2.1 Establish an organizational policy Cripps, D., Yencken, J., Coghlan, J., Anderson, D. and Spiller, M., University Research:. Technology Transfer and Commercialisation Practices , Commissioned Report No. 60 , Australian Research Council, Canberra, 1999
Partially maps to GP 2.2 Plan the Process. Develop & review collaboration proposal Borjesson & Matthiassen IEEE Software 2004 have written about implementation issues. How to implement after research period. This is about risk minimisation What is the problem to be addressed? What type of collaboration is this? Is it a ‘true’ research opportunity, or consultancy? How urgent is the problem? Is the problem business critical? How widespread is the problem? What is the magnitude of the problem? Will the researchers have sufficient domain knowledge to deal with this problem? Could the results be ambiguous? Is the research environment available/suitable/sustainable? Are there applicable standards to be followed? What types of funding will be available? Money/facilities/equipment? What are the expected outcomes of the collaboration? What are the critical success factors? How will publications be handled? How much time can the researchers commit to the research? How much support will be required from the university partners for adopting the research?
DRMechanism with energy company subsequently bad-mouthing with GT present Completes GP 2.2 Plan the Process and 2.3 Provide Resources Goals and objectives of the research The research approach that shall be followed and the steps involved Research methodologies to be employed Roles and responsibilities. Data collection methods Schedules Cost estimates Facilities, equipment and other resource estimates Reporting and verification milestones Risk analysis Communication and approval channels Training schedule Program status measurements Interim deliverables and product configurations
GP 2.4 Assign Responsibility JGC would have solved problems – dispute resolution. Bad mouthed subsequently with GT
GP 2.5 Train People Camera sensitivity Athakk
GP 2.6 (Manage Configurations), GP 2.7 (Identify and Involve Relevant Stakeholders), GP 2.8 (Monitor and Control the Process), and partially GP 2.9 (Objectively Evaluate Adherence) and GP 2.10 (Review Status with Higher Level Management).
GP 2.9 (Objectively Evaluate Adherence) and GP 2.10 (Review Status with Higher Level Management).
