Page 16 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 16
Robert Rybnicek
strategies so that the partners match each other’s expectations. The
basis for these strategies and criteria are their own needs, so it is in-
dispensable for both parties to be clear about their own requirements.
The partner selection process is also influenced by other aspects, such
as previous and interpersonal contacts, having already had a good re-
lationship or a shared history, since universities and companies often
prefer to collaborate with well-known partners (Hong, Heikkinen, and
Blomqvist 2010).
A collaboration with partners that fit each other well can be advanta-
geous. On the other hand, a collaboration should never be realised when
partners do not meet each other’s expectations (Borgia, Bonvillian, and
Rubens 2011). s m e s in particular must bear this in mind when they
are looking for a partner university. The size, power and ‘grand style’
of a university might be too overwhelming in some situations to resist
the temptation of what may turn out to be an unfavourable collabora-
tion. Universities, too, with their need for practice orientation, might
be overhasty in agreeing to a disputable collaboration.
Financing
Assuming that there is a good fit between a university and an sme, one
main benefit involves finances (e.g. further resources or cost sharing)
and the division of financial risks. With respect to this matter, it is rec-
ommended to accurately estimate costs and revenues and to settle bind-
ing commitments as soon as possible (Borgia, Bonvillian, and Rubens
2011).
For sme s in particular, access to further financial resources is some-
times difficult. University collaboration increases the possibility of ad-
ditional financial resources that would not otherwise be available (At-
tia 2015). This applies, for example, in the case of many governmental
sponsorships or resources from the European Union, which are allot-
ted through various scientific programmes. In connection with this, it
is interesting that according to Ryan (2009), long-established universi-
ties receive more financial funding from the government than younger
ones.
For universities, a main factor for collaboration with industry – ir-
respective of whether it is an s m e or a larger company – is also to
gain financial support. Today many universities are forced to increase
their third-party funding and even the performance of researchers
is sometimes measured in terms of their potential to acquire such
projects. These third-party funds are of special use to universities and
14
strategies so that the partners match each other’s expectations. The
basis for these strategies and criteria are their own needs, so it is in-
dispensable for both parties to be clear about their own requirements.
The partner selection process is also influenced by other aspects, such
as previous and interpersonal contacts, having already had a good re-
lationship or a shared history, since universities and companies often
prefer to collaborate with well-known partners (Hong, Heikkinen, and
Blomqvist 2010).
A collaboration with partners that fit each other well can be advanta-
geous. On the other hand, a collaboration should never be realised when
partners do not meet each other’s expectations (Borgia, Bonvillian, and
Rubens 2011). s m e s in particular must bear this in mind when they
are looking for a partner university. The size, power and ‘grand style’
of a university might be too overwhelming in some situations to resist
the temptation of what may turn out to be an unfavourable collabora-
tion. Universities, too, with their need for practice orientation, might
be overhasty in agreeing to a disputable collaboration.
Financing
Assuming that there is a good fit between a university and an sme, one
main benefit involves finances (e.g. further resources or cost sharing)
and the division of financial risks. With respect to this matter, it is rec-
ommended to accurately estimate costs and revenues and to settle bind-
ing commitments as soon as possible (Borgia, Bonvillian, and Rubens
2011).
For sme s in particular, access to further financial resources is some-
times difficult. University collaboration increases the possibility of ad-
ditional financial resources that would not otherwise be available (At-
tia 2015). This applies, for example, in the case of many governmental
sponsorships or resources from the European Union, which are allot-
ted through various scientific programmes. In connection with this, it
is interesting that according to Ryan (2009), long-established universi-
ties receive more financial funding from the government than younger
ones.
For universities, a main factor for collaboration with industry – ir-
respective of whether it is an s m e or a larger company – is also to
gain financial support. Today many universities are forced to increase
their third-party funding and even the performance of researchers
is sometimes measured in terms of their potential to acquire such
projects. These third-party funds are of special use to universities and
14
