Abstract
The tangible potential benefits of interactions between public research institutes and industry are often not realized in practice due to many complexities underlying these interactions. As the interaction is between two diverse organizations, it needs considerable management effort at all stages to make it successful and to get the maximum benefit. Therefore, there is every need to study these interactions, and critically examining different dimensions and identifying key factors that matter in institute-industry interface. This will provide an insight into effective management of their interactions. The present study attempts to assess the situation existing in Indian context. It tries to understand the interactions from the perspective of actual researchers and managers of these interactions at research institutes. The study resulted in identifying key factors at different stages of interaction which if managed correctly, increase the probability of effective and successful interactions leading to development of good technologies. The study also tries to explore whether there is any difference in the perception of researchers across the experience levels and disciplines, and also between researchers and managers.
Highlights
Sear ch channel used by industr y
Research institutes can chalk out effective publicity strategies, to attract and initiate interactions, if they know the search channel used by industries in identifying the research institutes which pursue research in their areas of interest
It was decided that utililising their experience in understanding the search channel used by industry for identifying research institutes will contribute to the understanding of the issue
Summary
Public funded R& D institutes, hereinafter referred to as "research i nsti tute' and 'i nsti tute' i n the paper, generate and di ssemi nate knowledge, typically drawing on national and international, industrial and scientific knowledge in order to support the industry. Growi ng social pressure demanding useful research and shri nking academic research budgets are influencing research institutes to interact with the industry (Blumenthal et al 1986; Martinez et al 1999) It can result in the exchange of technological information, sharing of R& D costs and risks, accumulation of new skills and expertise, cross-fertilisation of ideas, broadening the effective scope of activities, access to funding and R& D facili ties, parti cipati on in research of high-technol ogy areas and transfer of research into useful products (Scott, 1998; Forest and Martin, 1992; Bloedeon and Stokes, 1994; Katz and Martin, 1997; Rogers et al, 1998; Ingham and Mothe, 1998; Ruppert et al, 1999; Hagedoorn et al, 2000; Jacob et al, 2000; Bozeman and Dietz, 2001; Marceau, 2002; Santaro and Betts, 2002; Rama Mohan and Ramakrishna, 2005; Owen-Smith and Powell, 2001; Arvanitis et al, 2008; Lee, 2000). It tries to identify whether there is any difference in perceptions of researchers and managers towards the i nteracti on process at research institutes
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