Analysis of the Interface Systems as Mediating Agents in University/Industry Relations. Proposal of the “Relationship Promoter” as a Strategic Role in the R&D Transference

Abstract

1. Introduction A regional, national or international innovation system's capacity to be innovative not only depends on its quantitative efforts in R&D&I [3] and its technological infrastructure, but also, and crucially, on the creation of externalities through interaction between various actors within the system (companies, government, universities and liaison organisations), so much so that it would not be possible to speak of such an innovation system if relationships between its different elements did not exist. Furthermore, these interactions should flow freely and systematically (Freeman, 1995, 2002). When a or research institute takes a proactive stance in putting results to use as an input into the creation of academic knowledge, it can be described as an entrepreneurial university (Etzkowitz, 2004). There is, however, no linear correlation between the effort expended (financial and human resources) and the amount and quality of scientific and technological results achieved. A minimum critical mass of resources (R&D budgets, human resources and intellectual capital) is required to obtain appropriate results for the effort expended. The need for resources, the existence of increasing returns in the use of facilities and technological equipment, the long maturation period of innovation activities and the need for highly specialised staff lead to a concentration of innovative activities (APTE, 2005) and the hindering of their commercial exploitation. This system implicitly involves a concept of innovation that not only includes the institutions that are directly linked to R&D activity, but also other actors in the system that indirectly influence innovative activities. These include financial and venture capital systems (environments) and, especially, regional intermediaries and interface organisations, the latter of which provide mechanisms to link universities to industry. In companies, linkage mechanisms are organisational design elements that enable conflicting objectives of functional departments to be resolved and facilitate joint projects between professionals from different areas. These linkage mechanisms, established by multidisciplinary committees, integrating managers or working groups (Mintzberg, 1984), do not necessarily have to operate exclusively within companies. Procurement centres, business associations or chambers of commerce, among others, are institutions that are capable of bringing together the interests of different corporate actors, promoting partnerships and facilitating the achievement of common goals. In the field of R&D&I, companies have traditionally organised their research and development activities through strategic alliances in the form of joint ventures, which require new organisational design rules to facilitate flexible cooperation between companies (Ritter & Gemuden, 2003). If we extend this collaborative framework to government research institutes, the existence of interface organisations, such as foundations, science and technology parks and research transfer offices (RTOs), are institutional initiatives whose basic objective is to promote and manage university/industry economic partnerships. The creation of an institutional framework, however, seems to be insufficient to ensure free-flowing university/industry relations and organisational flexibility based on projects (virtual organisation) that has been imposed on business relationships (Ritter & Gemuden, 2003). The financial results of patent marketing, contract research and collaborative agreements between research groups and institutes as well as companies do not live up to the expectations of these institutions. This is particularly evident in transregional and transnational university/industry relations. These interface organisations (foundations, science parks, RTOs) have a tendency to focus their attention on promoting business development in their local areas of influence. …