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- Hillemyr, Angela, 1965, et al.
(författare)
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Implementation of an organisational model to stimulate interaction between academia and industry
- 2015
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Ingår i: 2015 University-Industry Interaction Conference (UIIN) in Berlin, 24th - 26th June.
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Konferensbidrag (refereegranskat)abstract
- For most universities, especially in technical and medical disciplines, there has been a clear ambition to conduct applied research with a focus on utilisation. Research collaboration between industry and universities promotes improvement and innovation in industry and helps to ensure industrial relevance in academic research. In this paper an organisational model to strengthen interaction between academia and industry is presented along with the results so far. One of the aims of the model is to further stimulate utilisation within the Department of Applied Mechanics at Chalmers University of Technology, which is also in line with one of the University's four main objectives. The various components in the model were developed during a series of workshops run over a period of six months. One of the focal points of these workshops was to define Key Performance Indicators (KPIs) common to the Department. In the initial task of registering the KPIs, it became obvious that not all of them were appli-cable within every research division at the Department because of the differences in the work being pursued in research and education. The KPIs vary in relevance and have been modified several times. Today the KPIs are stable and for some of them trends have been identified. By deploying the organisational model we are now able to track, measure and display our utilisation efforts to improve them further and to create new incentives. Overall, the model has made a valuable contribution to everyday life at the Department and its partners. The mindset of the researchers has slowly changed in favour of utilisation as a key area, putting it on a par with research and education. However, one problem that still exists is to objectively measure and be credited for utilisation in conjunction with promotion to higher academic positions.Experience to date shows that the organisational model is a candidate model for university-wide implementa-tion. This will lead to more initiatives for, and greater attention to, utilisation and impact in proposals and in the dialogue with industry.
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| 2. |
- Hillemyr, Angela, 1965, et al.
(författare)
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Management-Driven University-Industry Interaction for Successful Impact
- 2016
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Ingår i: UIIN Conference proceedings.
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Konferensbidrag (refereegranskat)abstract
- AbstractAn organisational model that allows operations to be directed has been developed and has been in use for a number of years. It has now been developed further to highlight a process that will permit the successful impact of university-industry interaction to be sustained. With the experience of agreed parameters, or KPIs, their interrelationship and what each parameter is driving can now be evaluated. The rationale behind the model can be divided into three parts:Monitor and follow up a number of parameters, including satisfaction, collaboration and strategies (KPIs)Promote greater understanding of a common vision and goals using workshops and oth-er meansEncourage research groups to work with a vision aimed at desired impacts and to visu-alise how far the group has come in the processThe long-term ambition is to develop a strategy and build up a vision regarding the impact academ-ics would like to see in the future based on their research and education. Close relations with indus-try and society are an essential part of the process in order to incorporate relevance into research and teaching activities and by doing so meet the expectations of industry and society. The key to the process is not just conventional deliverables, such as bibliometric data, but also the impact of the research, including issues related to attitudes, standards and rules set by society. A research group’s potential to work towards desired impacts requires the involvement of the whole group in the task of defining the aims and visions behind the research. To achieve this, our original organisational model has been developed to establish the strategy and goals and to stimulate internal communication even further. The underlying concept is to visualise how far the group has come in the process. This can be described in the following steps:InputActivitiesOutputOutcomeImpact The results of the improved organisational model show the strength of each KPI and how the KPIs are related to each other. The results are used as key input for the strategy employed within the or-ganisation and the research impact and goals are visualised in a transparent way. The preliminary results show that management-driven university-industry interaction and engagement with re-searchers will lead to improved knowledge transfer and ultimately greater impact.
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