産学共同研究の仲介者に関する研究

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Generally, the motivation for collaboration between industry and academia (Industry-university collaboration or IUC) is thought to be because companies want to harness external knowledge resources effectively, while universities hope to obtain external research funds and other resources. Although these are important, both for the growth of the company as well as to meet the educational needs of the university, there is almost no research regarding management methods that can result in successful collaborations. Two barriers have arisen in the development of IUC. The first barrier is the asymmetry of information. This can be overcome through mutual understanding. The results of several studies suggest that companies would benefit from the utilization of databases containing academic papers and other university-based research. However, most companies are not able to effectively assess the information available on these databases. Another barrier is the psychological barrier. Companies with research facilities that employ researchers with graduate school experience may not suffer from this barrier. On the other hand, labor intensive and smaller companies may experience high psychological barriers. To address these problems, the Japanese Ministry of Education, Culture and Sports has established liaison offices in most national universities. However, in many cases, the full-time staff of these liaison offices are not well informed as to the scope of their office's collaboration efforts and therefore have a poor grasp of actual conditions. The persons surveyed were all researchers in three national universities in a particular region of Japan. They were asked how much they remembered regarding the earliest collaboration project they participated in and who they went through to set the project up. The replies obtained were sufficient for statistical analysis. Although the economic environments in which these universities are located are similar, the number of IUC projects differed greatly. University A had the least number of teaching and research staff, but had most number of collaborations of the three. The results for University A were as follows: brought together by a common acquaintance (24%), through an academic or research association (20%), acquaintances from school days (17%), approached the company on his/her own (16%), through a public research body (10%), other means (8%), and through the university liaison office only 5%. On the other hand, most of the researchers surveyed in University C, which had the fewest IUC collaborations, went through the liaison office, followed by University B and then University A. Furthermore, companies with research capabilities of their own used academic databases to investigate whether a university or researcher is a suitable candidate for joint research. They then made the initial contact directly or through a private connection. On the other hand, companies with weaker research capabilities were more likely to contact a university liaison office. Considering the above, it can be said that the time has come to reexamine the very purposes of the liaison offices.
日本経営学会の論文
2006-04-20

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綿引宣道
弘前大学人文学部経営管理・ビジネスマネジメント講座

産学共同研究の仲介者に関する研究

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