Catalysts and barriers : factors that affect the performance of university-industry collaborations

This paper explores whether and how different organizational structures of the collaboration, reflecting different involvement and power of both parts across different phases and activities of the collaboration, lead to different performance outcomes Our analysis considers various dimensions of performance, from the perspective of both partners, and relies on 30 in-depth, semi-structured case studies of universityindustry collaborative projects. Among other things our results suggest that while different involvement of the parts in the origin and execution of the R&D collaboration influence the scientific and technological achievements of the collaboration and likelihood of use developed knowledge, imbalance power in the appropriation of early or later collaboration’s results is associated with negative evaluations from both parts. In particular, collaborations based on university-invented patents technologies get more negative evaluations