Knowledge Transfer Partnership Project Research Articles

From transfer to co-creation: action research perspectives in knowledge transfer partnership (KTP) projects

Action Research (AR) is about practitioners and academics interacting to generate knowledge. Using the University-Industry Collaboration (UIC) literature, we investigate the knowledge generation process through AR and whether this process can achieve the dual objective of practical relevance and theoretical novelty. Our study explores this through an examination of the utilisation of AR within UICs facilitated by the UK government’s Knowledge Transfer Partnership (KTP) programme. Through an inductive, qualitative, multiple case study research design, we analysed three KTP projects, each lasting two years. We observed an evolution in the dynamics of the relationship between practitioners and academics, signifying a transition from mere knowledge transfer to a more participatory process of knowledge co-creation. We found that as the KTP project progresses through successive cycles of the AR spiral, there emerges a shift from single loop to double loop or multi loop learning, resulting in unplanned and emergent benefits and outcomes. This transition signifies a deeper exploration of underlying assumptions and strategies in AR projects, enabling the generation of novel knowledge. We offer a new framework by introducing the collaborative entanglement and linear knowledge enhancement arguments to explain the interaction patterns between researchers and practitioners in AR.

Combining hydraulic modelling with partnership working: towards practical natural flood management

The UK government’s Future Flooding Inquiry called for more integrative methods to respond to flood risk management challenges. The 25-year plan for the environment, A Green Future (published by the UK Department for Environment, Food and Rural Affairs in 2018), has reiterated the requirement for integrated catchment management. There is growing acceptance that natural flood management (NFM) can complement traditional urban flood defence schemes. This paper examines the outcomes of a knowledge transfer partnership (KTP) between Waterco Consultants and the University of Liverpool which explores some of the challenges of implementing what appear to be relative simple NFM measures. Through a multidisciplinary partnership, the KTP project explored multiple delivery challenges. Using case study evidence from north-west England, the paper demonstrates the need for combining partnership working with more traditional hydraulic modelling approaches that can predict the potential flood risk reduction benefits of multiple NFM features, combined with the need to design structurally resilient interventions, so that appropriate permits can be approved. One of the key findings is that while NFM can contribute to flood risk alleviation, with multiple socio-environmental benefits, NFM can only be part of a more holistic approach. Primary evidence for hard and soft engineering measures, combined with use of automated attenuation management, could provide opportunities for more significant integrated flood risk benefits.

The Form and Function of the Artist Studio: A Pioneering Fine Art Knowledge Transfer Partnership Project Developed by Acme Studios and Central Saint Martins College of Art

The Form and Function of the Artist Studio: A Pioneering Fine Art Knowledge Transfer Partnership Project Developed by Acme Studios and Central Saint Martins College of Art

In Light of Visual Arts – A knowledge transfer partnership project as experiential learning

Knowledge transfer between universities and the commercial sector is becoming more prevalent, and different processes have been adopted to facilitate the transfer of knowledge. The ‘In Light of Visual Arts’ project aimed to facilitate knowledge exchange in relation to an innovative concept, the ‘eco-philosophy of light’, between the lighting industry and the arts and cultural sector through an Informal Learning approach. Young visual artists, light designers and lighting technicians were encouraged to explore and exchange experiences in the areas of visual communication, art appreciation and art archiving to create practical lighting solutions. This project offers a feasible framework for the enhancement of artistic training through knowledge sharing, for the benefit of the participants themselves and, in turn, academia, industry and the community.
 
 Keywords: informal learning, experiential learning, knowledge transfer, art education, interdisciplinary study

Effecting successful knowledge transfer: lessons from the UK Knowledge Transfer Partnership scheme

This paper focuses on one case example illustrating how the Knowledge Transfer Partnership (KTP) scheme has benefited a small- to medium-sized enterprise (SME) in the UK. The KTP product is arguably the most used vehicle for effecting knowledge transfer between universities and local industries in the UK, and three distinct KTP projects (implemented in one company) are discussed. The impact of these projects is reviewed in terms of innovation initiatives, professional development, skills enhancement and organisational change. The change implications for the university are discussed and sets of guidelines for KTP selling, project design and project supervision are given.

Technology adoption in the BIM implementation for lean architectural practice

Justification for research The construction companies are facing barriers and challenges in BIM adoption as there is no clear guidance or best practice studies from which they can learn and build up their capacity for BIM use in order to increase productivity, efficiency, quality, and to attain competitive advantages in the global market and to achieve the targets in environmental sustainability. Purpose This paper aims to explain a comprehensive and systemic evaluation and assessment of the relevant BIM technologies as part of the BIM adoption and implementation to demonstrate how efficiency gains have been achieved towards a lean architectural practice. Design/methodology/approach The research is undertaken through a KTP (Knowledge Transfer Partnership) project between the University of Salford and the John McCall Architects based in Liverpool, which is an SME (Small Medium Enterprise). The overall aim of KTP is to develop a lean design practice through the BIM adoption and implementation. The overall BIM implementation approach uses a socio-technical view in which it does not only consider the implementation of technology but also considers the socio-cultural environment that provides the context for its implementation. The technology adoption methodology within the BIM implementation approach is the action research oriented qualitative and quantitative research for discovery, comparison, and experimentation as the KTP project with JMA provides an environment for “learning by doing”. Findings Research has proved that BIM technology adoption should be undertaken with a bottom-up approach rather than top-down approach for successful change management and dealing with the resistance to change. As a result of the BIM technology adoption, efficiency gains are achieved through the piloting projects and the design process is improved through the elimination of wastes and value generation. Originality/value Successful BIM adoption needs an implementation strategy. However, at operational level, it is imperative that professional guidelines are required as part of the implementation strategy. This paper introduces a systematic approach for BIM technology adoption based on a case study implementation and it demonstrates a guideline at the operational level for other architectural companies of architectural practices.

Promoting change through research and evidence-informed practice: a Knowledge Transfer Partnership project between a university and a local authority

This article reports on a Knowledge Transfer Partnership project between a local authority and a university, the aim of which is to encourage a culture of evidence-informed practice and continual improvement across the local authority’s Family Services Directorate as part of its performance management framework and to ensure that the Research Governance Framework for Health and Social Care (DH, 2001) is fully implemented. The article describes the successful completion of some of the key stages of the project, including developing and implementing an improvement strategy aimed at increasing levels of engagement with research and evidence-informed approaches to practice.

How Change Does Not Happen: The Impact of Culture on a Submarine Base

This study was part of a Knowledge Transfer Partnership project involving the University of Strathclyde and Royal Navy Base Faslane on the Clyde. The main focus was a market research study to assist in the development of a retail hub for service personnel and civilians to use while on the base. In the course of the study, it was noted how many obstacles to change there were. The researchers have used Johnson's concepts of the cultural web and organisational paradigm to identify what the 'blockages' to change are, and suggest a number of possible ways of addressing these issues. The research suggests that this phenomenon may become more common as more public organisations develop partnerships with private organisations, leading to the potential for clashes of corporate and personal cultures.

How Change Does Not Happen: The Impact of Culture on a Submarine Base

This study was part of a Knowledge Transfer Partnership project involving the University of Strathclyde and Royal Navy Base Faslane on the Clyde. The main focus was a market research study to assist in the development of a retail hub for service personnel and civilians to use while on the base. In the course of the study, it was noted how many obstacles to change there were. The researchers have used Johnson's concepts of the cultural web and organisational paradigm to identify what the ‘blockages’ to change are, and suggest a number of possible ways of addressing these issues. The research suggests that this phenomenon may become more common as more public organisations develop partnerships with private organisations, leading to the potential for clashes of corporate and personal cultures.