Abstract
This paper presents the development of a conceptual model for effect of organizational factors on success of university-industry collaboration. This model aims at exploring the effect of five organizational factors, including communication, trust, conflict, leadership, and commitment on success of collaboration process between university and industry in Malaysia. The paper commences by reviewing the literature on process models that has been offered for process of collaboration. Next, a comprehensive literature review is presented for five organizational factors and effect of these factors on success of the collaboration. Finally, a development conceptual model for effect of organizational factors on success of university-industry collaboration is offered. This conceptual model can be used as a basis for future research on success of university-industry collaboration in Malaysia.
Highlights
The academy-industry cooperation has been made a trend in recent years
More of venture for new opportunities is required to be done by the industry and the academy alongside with creating any possible cooperation in the recent competitive landscape perspective which involved the demands of customer and the constant involvements of new players which distinguished by resource pressure, globalization, shorter product life-cycles as well as rapid technological change (Hagen, 2002; Dooley & Kirk, 2007; Santoro & Gopalakrishnan, 2001)
We have reviewed the literature and empirical studies on this subject; select those organizational factors which literature put the highest level of significance and relevance towards an effective relationship between university and industry
Summary
The academy-industry cooperation has been made a trend in recent years. Both collaborated parties will gain benefits with the process of cooperation (Jorge, Virgílio, & Kirsimarja, 2005; Miotti & Sachwald, 2003; Bayona Sáez, Garcia Marco, & Huerta Arribas, 2002). Scholars have offered many definitions for inter-organizational relations, such as cooperation and collaboration; they did not much attempt to reference other usages of the terms. The so-called inter-organizational relationships are called as cooperation, collaboration and partnership. The literature on collaboration documents indicates successful collaborations require significant time and effort These efforts occur in stages of partnership process to development that requires a planned and phased approach. In this article we will provide a review of partnership processes for the public and private sector
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