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|Title:||Organisational culture differences and market orientation: an exploratory study of barriers to university-industry relationships|
|Citation:||International Journal of Technology Transfer adn Commercialisation, 2006; 5(4):373-389|
|Carolin Plewa, Pascale Quester, Thomas Baaken|
|Abstract:||Despite the growing importance of university–industry relationships (UIR) and the high proportion of such linkages failing, little is known on barriers to the formation and development of these relationships. This exploratory study aims at exploring such barriers. Organisational culture difference (OCD), such as differences in motivation, time orientation and market orientation (MO), were found to negatively effect UIR formation and development. Negative perceptions of universities' MO clearly emerged from the data. Indeed, universities' MO should be considered as a broad concept based on all value creation factors, not just 'business skills'. Finally, internal structures, bureaucracy and academics' individualistic way of working were identified as further factors potentially hindering university–industry relationships. Managerial implications involve recognising the role of individuals, their passion and experience, in overcoming the barriers identified in this study.|
|Keywords:||barriers; champions; market orientation; organisational culture; university–industry relationships; industrial cooperation; universities; technology transfer; motivation; time orientation; value creation.|
|Description:||Copyright © 2004-2006 Inderscience Enterprises Limited.|
|Appears in Collections:||Business School publications|
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