Ainurul Rosli

Indicators of university–industry knowledge transfer performance and their implications for universities: evidence from the United Kingdom

The issue of what indicators are most appropriate in order to measure the performance of universities in knowledge transfer (KT) activities remains relatively under-investigated. The main aim of this paper is to identify and discuss the limitations to the current measurements of university–industry KT performance, and propose some directions for improvement. We argue that university–industry KT can unfold in many ways and impact many stakeholders, and that, especially in highly differentiated university systems, choosing indicators focused on a narrow range of activities and impacts might limit the ability of universities to accurately represent their KT performance. Therefore, KT indicators should include a variety of activities and reflect a variety of impacts so as to allow comparability between different institutions and avoid the creation of undesirable behavioural incentives. To illustrate these issues empirically, the authors discuss the case of the United Kingdoms Higher Education–Business and Community Interaction (HE-BCI) survey.

The long-term impact of engaged scholarship: how do SMEs capitalise on their engagement with academics to explore new opportunities?

We investigate whether – and how – small and medium-sized enterprises (SMEs) are able to capitalise on their engagement with academics in order to explore new opportunities beyond the achievement of the immediate objectives of their collaboration. Using empirical evidence drawn from academic–SME collaborations supported by the Knowledge Transfer Partnership programme in the United Kingdom, we find that for many SMEs, engagement with academics has led to new business opportunities, including new market creation, new project engagement, new venture creation and new strategic network development. The exploration of new business opportunities is facilitated when three overarching factors are present: (1) a capable boundary spanner, who creates bridges within the SME and between the SME and the university, and gains an in-depth knowledge of the collaboration’s content; (2) a committed SME leadership willing to allocate resources and permissions to the collaboration, and encouraging an open flow of communication; (2) a strong relationship, characterised by trust and cognitive proximity, between the collaboration’s partners, who engage in open discussions and acknowledge and respect their different roles and responsibilities. These findings offer suggestions to SMEs, universities and policymakers in relation to improving the generation of long-term impacts on SMEs through engaged scholarship.