Large R&D organizations of firms operating in rapidly changing environments invest sizeable amounts to acquire knowledge through interactions with universities. The impact of these interactions on R&D organizations has received little attention in the literature. In this paper we propose a framework for evaluating the firm's investment in universities and in internal university interaction programs. The framework is comprised of three elements: objectives, relevant collectivity and structure. Objectives for the interaction are linked to the specific objectives of the R&D organisation. Individuals in the firm engaged in activities leading to the acquisition, assimilation and commercial exploitation which can potentially benefit from the new knowledge define the collectivity of interest. Structure is specified in terms of five components: network of relationships, technological guideposts, coordination arrangements, distribution of power, and shared beliefs and norms. Use of the framework is illustrated with four examples. Copyright

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Persistent URL dx.doi.org/10.1111/j.1467-9310.1992.tb00803.x
Journal R and D Management
Citation
Bailetti, A.J, & Callahan, J.R. (John R.). (1992). Assessing the impact of university interactions on an R&D organization. R and D Management, 22(2), 145–156. doi:10.1111/j.1467-9310.1992.tb00803.x