Cooperative Research Centers as Small Business: Uncovering the Marketing and Recruiting Practices of University-Based Cooperative Research Centers

Abstract

This chapter contribution to the edited volume addresses the importance of the ability of leaders in cooperative research centers to attract and retain industrial firms as members. Drew Rivers and Denis O. Gray recognize that despite centers’ reliance on industry funding, there has been very little work to understand how cooperative research centers market their services to and recruit new industry members. Their study takes a systematic look at the marketing practices of centers in the National Science Foundation Industry-University Cooperative Research Center program. In the absence of a directly relevant literature base, they review the inter-organizational relationship and relationship marketing literatures for help in understanding and interpreting marketing practices in the cooperative research centers context. Based on survey responses from center directors, they argue that cooperative research centers can be characterized as small businesses. Marketing practices tend to be informal and interactive, relying heavily on networking and relationship building to secure new members. More traditional, transaction-oriented marketing practices are less often utilized, though data suggest these practices could enhance marketing and recruiting outcomes. Implications, limitations, and avenues for future research are discussed. For a complementary examination, see the chapter by Hayton and colleagues on determinants of formalized firm memberships in cooperative research centers.