Abstract
The study explores the soft side of knowledge transfer partnerships between universities and small to medium enterprises (SMEs), a topic which is often neglected in the knowledge management literature. The aim of this paper is to uncover the issues which emerge during formation of a partnership between heterogeneous organizations and universities. In addition, the study unfolds the criticalities of typical process improvement capability that supports the knowledge transfer partnerships between universities and SMEs. Using multiple cases, this study unravels the dominant elements that influence knowledge transfer process development, governance, implications and responsibilities. The major contribution of this study is the development of a framework based on empirical evidence using three knowledge transfer partnerships (KTPs) which illustrates the way in which soft factors in knowledge transfer partnership phases may have an impact on success or failure of university–industry collaborations for innovation.
Highlights
Knowledge Management has been studied in a range of contexts from international and multinational business, to projects (Eskerod and Skriver, 2007; DeFillippi, Arthur and Lindsay, 2006), to consultancies and individual organisational case studies (Khalil, Claudio and Seliem, 2006)
Shorter schemes, such as Strategic Insight Programmes (SIPs) exist that aim to fund the establishment of links between university and commerce but without undertaking such significant programmes of work or knowledge acquisition
The funding and partnering organisations have a responsibility of stewardship to what are essentially public funds. While it is not the purpose of this research to evaluate the effectiveness of the governance of Knowledge Transfer Partnerships (KTPs) funds, the findings of this study suggest that systemic organisational resistance, not necessarily the resistance of individual employees, can be a pertinent inhibitor to the achievement of KTP objectives
Summary
Knowledge Management has been studied in a range of contexts from international and multinational business, to projects (Eskerod and Skriver, 2007; DeFillippi, Arthur and Lindsay, 2006), to consultancies and individual organisational case studies (Khalil, Claudio and Seliem, 2006). The role of a university in the technological development of industry, through knowledge sharing or transfer, is topical and well researched (Bekkers & Freitas, 2008; Bozeman, Fay, & Slade, 2013; Bruneel, D'Este, & Salter, 2010; D'Este & Patel, 2007; Pinto & Fernandez-Esquinas, 2018) Much of this literature is perceived as being initiated or driven by the transfer of technical knowledge, typically via patents or through the establishment of new or joint ventures (Perkmann and Walsh, 2007). Knowledge Exchange Opportunities (KEOs) exist that are outwardly similar to KTPs but focus upon supporting the linkages between social sciences and the commercial world Shorter schemes, such as Strategic Insight Programmes (SIPs) exist that aim to fund the establishment of links between university and commerce but without undertaking such significant programmes of work or knowledge acquisition. Sector-specific variants of KTPs exist including those that focus upon environmental and sustainability issues
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