Tandem B
“Establishing partnership and networking with industry/SMEs, and being active for regional development, incl. educating citizens and community services”As University of Applied Science (UAS) establishing partnerships and collaboration with industries/Small and Medium Enterprises (SMEs), along with being active in regional development, is very important in fostering sustainable growth, innovation, social cohesion and knowledge exchange. This process contributes significantly not only to the economic development of a region but also to the overall well-being of the citizens at different level. It is a reality that collaboration of UAS and industries is the key enabler to effectively engaging in community services and education, that will ultimately create a more vibrant, resilient, and inclusive society.
Active involvement of industry professionals in academic activities, coupled with exposing students and research scholars to industrial environments through collaboration, plays a crucial role in developing the necessary skills set that fit for the industry/market demand.
This toolbox provides information on basic criteria adapted for performance evaluating university industry collaboration and Networking approach for collaboration of UAS and partners. List of Do’s and Don’ts along with step to follow in contacting enterprises while creating Partnerships between UAS and enterprises are also included.
Finally, this toolbox incorporates Requirements and obstacles for successful implementation of partnerships, along with a section of Frequently Asked Questions (FAQs) and recommended answers. It also provides samples, templates, and valuable information on pilot projects.
Introduction
University-Industry (U-I) collaborations are pivotal drivers of innovation ecosystems, merging academic knowledge with industry expertise to achieve socio-economic progress. Universities engage with industries to translate research into scalable, commercial solutions, while industries, particularly those facing financial constraints, leverage academia to mitigate risks and enhance competitiveness. Students and researchers gain practical skills through internships, industry exposure, and real-world problem-solving, fostering a workforce aligned with market needs.
Universities have the tools to shape students’ skills through various courses. However, aligning programs with industry needs and introducing courses on ‘Entrepreneurship’ and ‘Technology Commercialization’ will better prepare students for the innovation ecosystem, fostering industry involvement in curriculum design and offering a fresh perspective on academic learning.
Bridging the gap between industry and academia is crucial for innovation. Industries stay competitive through continuous innovation, which requires a steady influx of investment.
Building trust is key for collaboration and gaining tacit knowledge. The findings show that trust between industry and universities is established early in their collaboration.
The cluster model requires universities to take a more active role in national economic development by leveraging their expertise and knowledge for impactful, profitable outcomes.
Industry plays a crucial role in driving economic growth within its cluster by facilitating knowledge transfer, training students, and sharing resources. Industry representatives value close ties with universities, as they actively collaborate on curriculum, program development, and research to meet mutual needs.
University–Industry linkage (U-I linkage) opportunities & challenges
Universities and higher education institutions generate new knowledge and develop skilled human resources. Industry leverages this knowledge and trained manpower to create innovative, patentable technologies, enhancing competitiveness and creating jobs. These close linkages are mutually beneficial. The industry would gain:
· new knowledge at affordable prices
· trained manpower with requisite skills in new and emerging areas of science
· access to best of the facilities
Industry can boost translational research by utilizing university knowledge, staying competitive, and accessing cost-effective early-stage innovation support through public funds to reduce risk.
universities would benefit from:
· increased flow of financial resources for their research activities
· opportunity to work on relevant industrial problems
· identification of research areas that are of interest to industry
· enhanced capacity to train manpower better aligned to industry needs
· internship opportunities as well as enhanced employment opportunities for their students
· development of courses / curriculum with industry inputs
· engaging the industry personnel for teaching assignments (as practice track faculty) etc.
Whereas elite institutions have managed some industry engagement, many universities struggle due to limited networking, resources, and capability. A supportive environment and proper incentives are needed to encourage faculty involvement in applied research and improve university-industry interaction. Key challenges include recognizing industry-related work as academic output and sharing revenue with involved staff. Building mutual trust is crucial, and universities must actively establish structures to nurture it over time. The following model shows the recommended the quality award model
The quality award model
The model is based on the fundamental concepts of excellence and constructed by the Jigjiga University industry linkage and regional development tandem of the FAITH project. The basic concepts are linked to the evaluation criteria based on the model.
In a higher education context, the limitations may include that the philosophy of the model is very prescriptive, self-assessment is very resource and time consuming, and it requires prior knowledge and deliberate strategy for successful implementation and the subjectivity level of the assessment. Each of the success factors were classified within the categories of the criteria. These linkages between the success factors and the criteria are described. The evaluation criteria and sub-criteria were analyzed and tailored to suit university-industry collaboration based on the literature review and the comparison presented.
Basic criteria adapted for performance evaluating university industry collaboration
1. | Leadership of university-industry collaboration | · Leaders recognize the importance of collaboration in the development of the mission and vision of the organization · Leaders engage with customers, partners and representatives of society · Leaders act as champions of university-industry collaboration |
2 | Strategy of university-industry collaboration | · Collaboration is accounted for in the organization’s strategy, accounting for the needs and expectations of the stakeholders · Collaboration goals and strategy are based on understanding internal performance and capabilities · Collaboration strategy and supporting policies are developed, reviewed and updated · Collaboration strategy and supporting policies are communicated and deployed through plans, processes and objectives |
3 | People involved in university-industry collaboration | · Roles and responsibilities are clearly defined to support the aims of collaboration · People’s knowledge and capabilities required to succeed in collaboration are recognized and developed · People communicate effectively within their organization and throughout the collaborative partnership · People are rewarded and recognized for success in collaboration |
4 | Partnerships and resources of university-industry collaboration | · University-industry partnerships are managed, work on a mutually agreed basis and broad interaction in partnerships is supported · Funding and financial resourcing for collaboration are managed to secure sustained success · Technology is managed to support collaboration · Information and knowledge, including intellectual property, are managed to support effective collaboration |
5 | Processes, products and services of university-industry collaboration | · Processes, products and services are designed and managed to create value for both university and industry · Collaboration projects are actively managed · Products and services are effectively promoted and marketed |
6 | Results of university-industry collaboration | · Performance indicators and goals for collaboration have been defined · Different dimensions of success are accounted in the indicators and goals · Performance indicators and goals are actively managed and utilized |
|
|
|
Networking approach for collaboration of UAS and partners
Collaboration between universities, industry, and the public sector occurs at various levels and through different instruments. An overarching structure and clear objectives, achieved through a network approach, are essential for success.
General network structure and approach
Successful networking relies on reciprocity and trust, with participants sharing needs and solutions. Networks have two target levels: the overarching network goal (macro) and the individual objectives of participating institutions (micro). While the network aims to strengthen regional development, education, and competitiveness, each participant has its own goals, such as market expansion or profit growth. These goals must align with the broader network objective, which should be regularly checked and maintained throughout the collaboration.
Goals and structure of a university network with private and public partners
Universities of applied sciences collaborate with external partners to achieve research and teaching goals, often within knowledge or innovation networks. Their focus is on generating new knowledge and technologies to strengthen regions or countries. Universities also participate in regional networks that include private companies, governments, and public institutions, all of which must align with the network’s overarching goals while maintaining their independence.
Network activities and UAS as network moderators
A network is a polycentric system with several leading partners, requiring active moderation, typically by the UAS. The network moderator coordinates activities such as organizing meetings, providing information, arranging company visits, forming working groups, promoting joint projects, supporting funding acquisition, handling public relations, and offering qualification programs for employees.
Dos and Don’ts list
Do’s
ü Define possible network target for each university separately.
ü Alignment of the network objective with overarching objectives (government, policy).
ü Identification of potential network partners, possibly focusing on the region or a sector.
ü Highlighting the benefits of the network membership.
ü Creation of a membership structure (loose or formal) to which partners can dock.
ü Installation of a network coordinator, possibly in existing structures (e.g. internship
ü office).
ü Preparation of a programme of activities for the first year.
ü Search for financial support for the network moderation.
ü Openness to new partners.
ü Openness to other views.
ü Speaking the same language: scientists are often too complicated for company
ü representatives – search for the right scientists who can communicate in an understandable way
ü Willingness to get involved in new things
ü Acceptance of short project durations
ü Building a network: not just approaching individual companies
ü Establishing network events for companies to meet scientists
ü Scientists listen to the needs of companies and to the needs of various target groups in the companies
ü Set up goals (e.g. how many companies in the network, how many projects…)
ü Evaluate your goals from time to time
Don’ts
× Do not determine from the outside who should or may be a network member. Network partners must be invited and participate voluntarily.
× Avoidance of conflicting objectives between the network partners and the overall objective.
× Scientists should not see themselves as the only experts in a subject area or present themselves as such.
× Collaborations are not necessarily permanent; there is no need to stick to collaborations that are not successful.
× It is better to establish a wider range of collaborations than just a few particularly good ones.
Partnerships between UAS and enterprises: Step by step Plan for contacting enterprises
• Clarify objectives:
• Company research:
• Identification of contacts:
• Prepare materials:
• Initial contact:
• Follow-up:
• Arrange a phone call:
• Schedule a face-to-face meeting:
• Organize a workshop or presentation:
• Establish contractual agreements:
• Maintain regular communication:
Requirements and obstacles for successful implementation of partnerships
Requirements:
• Ensure that the university and company have all relevant information
• Establish liabilities
• Discuss the aim of the cooperation and not just the content of the cooperation
• Make sure that both sides understand what the cooperation is about
• Look for regional challenges and build targeted partnerships with companies that are
• active in a subject area that can address these challenges
• Develop formats that enable a regular exchange with companies, especially with those
• that are not already cooperating.
Obstacles:
• No or unsuitable companies in the region
• Research field does not match regional challenges
• Scientists have no contacts in the regional economy
• Scientists are unsure about the right person to contact
• Scientists speak a language which is not understood by companies
Name: Eyob Deresse
email: eyobderese90ed@gmail.com
Nationality: Ethiopian
University: Jigjiga University
Name: Ahmed Abdi
email: XAMZA120@gmail.com
Nationality: Ethiopian
University: Jigjiga University
Name: Dr. wubalem Girma Giday
email: Wubalem85@gmail.com
Nationality: Ehtiopian
University: Wolaita Sodo University