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Parallel tracks

Pick and choose the topics you would like to learn about



The 2013 University-Industry Interaction Conference on "Challenges and solutions for fostering entrepreneurial universities and collaborative innovation" will feature a variety of parallel tracks. Each track consists out of 4 presentations of 15 minutes, followed by a 30 minute discussion session, giving more opportunities to raise questions on the general topic of the track and integrating all previous presentations.

In order to provide you with the highest possible quality of content, organisations specialised in certain areas (e.g. Technology Transfer) will function as track hosts. A representative of their organisation will host and guide the track and lead the discussions around the presented topics. Organisations that currently committed to organising a track are:


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Tracks

Student Driven Incubation



University – Industry relations are merely student driven. Students who become employees in established companies form one of the best ways to transfer knowledge. This phenomenon is referred to as “Knowledge on the hoof” using the metaphor of “Meat on the hoof” an expression for the excellent way to transport meat by transporting life stock. But students do not only become employees. Some of them take the step to become employer and start a spin-off company. Studies show this is one of the best ways to transfer knowledge to the direct use in products en services for markets. Shane (2004) even argues the value of this type of transfer (i.e. exploiting intellectual property in a spin-off company) is four times higher than direct licensing of the intellectual property to existing companies. In this track we welcome contributions in the field of student driven incubation like:
  • The incubating power of spin-offs;
  • Venturing of student companies (i.e. equity-based participation in student companies);
  • (Effects of) entrepreneurial programs and education on and beyond actual spin-offs and start-ups;
  • Regional effects of spin-offs;
  • Corporate identity of Universities;
  • Identity (mentality, beliefs and drives) of student companies and university spin-offs;
  • The potential of student companies and spin-offs in education, health care, and social care.
We especially value contributions of studies on initiatives for and with students whether it be candidates, graduates or alumni.

Han van der Meer, professor and chair Innovative Entrepreneurship Saxion University for Applied Sciences

Kaj Morel, professor and chair Identity Marketing Saxion University for Applied Sciences

Science-to-Business Marketing



Science-to-Business Marketing aims at a successful marketing of research of HE bodies and research organisations. The objective is to develop, test and provide new models, instruments and processes in research commercialisation that enable universities to market their research competencies, capacities and results successfully, thus supporting the transfer of science from a research institution to its research customers.

Science-to-Business Marketing is closely linked with research fields such as Business-to-Business Marketing, Service Marketing, and Technology & Innovation Marketing. The aim is to make use of marketing principles for the area of science. Hence, this track is designed to share knowledge and newly developed ideas that enable universities and research institutions to market their research more effectively.

Professor Thomas Baaken, Director of the Science-to-Business Marketing Research Centre at Münster University of Applied Sciences

The business model in early stage technology firms



The business model is a unifying mechanism developed from theory that is ‘of exceptional importance to managers' (Baden-Fuller, Demil, Lecoq and MacMillan 2010: 143) and whose design contributes to explaining firms’ economic performance. By the same token, at any given time a firm’s extant business model is likely to be temporary as the firm evolves and as market conditions change. Constructive adaptation of elements of the business model therefore has potential to provide competitive advantage and to lead to superior. Yet, thus far, we have only seen “embryonic work focusing on a dynamic perspective” of the business model by academic.

Past research has shown that business model adaptation is difficult for large established firms, but is essentially silent on the behaviour of early stage firms other than to speculate that differences might exist. It “suggests that business model innovation may proceed differently in start-ups compared to established organizations” (Sosna et al. 2010: 403). Relatedly, Chesbrough and Rosenbloom (2002: 552) posit that “adaptation appears to be either more highly motivated or more easily implemented in independent [ie spinout/SME] ventures than in established firms.”

The entrepreneurship literature has in general highlighted distinctive features of new ventures: they “exist in stark contrast to the larger incumbents in an industry” (West and Noel 2009: 5). And in the case of technology-based firms, or university spin-offs, we do observe “the fast evolution of the business model in the very infancy of these new ventures” (Doganova and Eyquem-Renault 2009: 1562-63).

All of this poses special challenges for every stakeholder in the university-industry interaction. As a result, in this track we seek to understand business model design, adaptation, and performance in early stage technology-based firms. Conceptual or empirical studies, using qualitative or quantitative methods are welcome. They can be centred on the focal firm, or the role of TTOs, of intermediaries, of public policy makers. Relevant contributions from other perspectives are also welcome.

Antonio Dottore, Deputy Director; Academic Director, Science & Technology Commercialisation at the Entrepreneurship, Commercialisation & Innovation Centre at The University of Adelaide

Universities in the regional innovation chain



Information is the fuel for innovations, but the actors in the regional innovation system who control the flow of information are the actual spark. Currently, the needs of small and medium-sized enterprises (SME’s) and higher education institutions (HEI’s) do not meet in a systemic and comprehensive way.

Although open and practice-based innovation has been the topic in both academics' and practitioners' discussions for a while, its implementation into the practices of innovation systems is not that obvious. Managing the flow of information by sharing, instead of possessing, it promotes a new way of thinking: this mindset must be planted and fostered among the regional innovation actors.

The great majority of new innovations spring from hands-on approach. The competitiveness of SME’s is based on the speed of their innovation processes and their ability to respond to user needs in a constantly changing operational environment. In order to support the regional innovation system and provide proper education for future professionals, HEI’s must develop their own innovation capabilities from congruent points of view. New forms of collaboration, which are neither self-evident nor prevailing in any organizational culture, are required. Particular brokerage capabilities must be generated and nurtured.

Timo Ahonen, Lahti University of Applied Sciences

ISPIM - International Society for Professional Innovation Management



The International Society for Professional Innovation Management (ISPIM) will host a track targeting innovation-related issues in university-industry relationships.

More detailed information following soon

Dr. Petra Turkama, Research Director
Center for Knowledge and Innovation Research (CKIR), Helsinki School of Economics
  

Technology Transfer Professionals



The current economic crisis continues to impact the way companies do business and indeed the very business environment itself. This presents us with a series of tough choices if we want to get economies back on track and build a stable future.

All of us, whether in business or in education, whether involved in academia or in industry, must face these challenges with determination and develop clear strategies to drive sustainable economic growth. Only in a context in which growth is stable can we begin to confront other challenges and make plans for the future.

In developed economies like the European context this can only be achieved through innovation and a wealth of research teaches us that innovation can be enhanced by the appropriate and consistent application of policies to better link the research and business communities and to actively engage with the Small and Medium Enterprises who are the backbone of the European economy and the major engine of growth.

The key actors of this process are technology transfer organizations and the individuals who will make a difference are the technology transfer professionals. With this in mind, this track will examine best practices in selecting and training technology transfer professionals who will become the drivers of innovation that we need. How can we best provide them with all the skills and competences necessary to be the guardians of stable and consistent growth for years to come? How do we guarantee the professionalism of Technology Brokers and build a relationship of trust with key stakeholders? How can we measure their performance and the impact of their activities? Which are the most effective management structures and organizational models for technology transfer organizations? How can we maximize the involvement of SMEs in the technology transfer process?

Join us to participate in a lively debate, to share best practices - and maybe also to hear some horror stories!





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