Page 18 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 18
Robert Rybnicek
resources as the most essential benefit of a collaboration with a univer-
sity. In this sense, qualified staff is even more important for companies
than new ideas or product development.
There are various ways by which s m e s, universities or the staff it-
self can profit from a collaboration. Firstly, sme s can acquire talented
students involved in the collaboration at a relatively low price (Ford,
O’Neal, and Sullivan 2010). Secondly, it is a chance for students to start a
career straight after graduation (Gunn and Mintrom 2013). And thirdly,
the know-how from highly qualified (practical) specialists from s m e
or (theoretical) researchers from the university can be mutually used
(Ryan 2009).
In various sectors and regions, the search for qualified employees is
challenging. Universities might not have the financial resources to pay
wages that are typical on the market and sme s in turn might not have
the reputation to recruit the necessary specialists. Therefore, particu-
larly in innovative sectors, a collaboration can suffer due to a lack of
skilled persons on both sides (MingJi and Ping 2014). Another issue
that needs to be considered when it comes to the exchange or mutual
use of staff is cultural differences. For example, Schofield (2013) and
Sturbuck (2001) highlighted those cultural differences between univer-
sities and companies regarding their structure, management, commu-
nication or objectives. Borgia, Bonvillian, and Rubens (2011) in turn em-
phasised the significance of understanding cultures in different coun-
tries. They recommend using intermediaries, who can assist in the col-
laboration process and help gain an understanding of different cultures.
Nevertheless, and besides all these challenges, by combining the dif-
fering skills of qualified staff from both institutions, new opportuni-
ties become available and weaknesses or substantial gaps in each of the
partners’ own resources may be overcome.
Knowledge and Technology Transfer
Finally, yet importantly, universities and companies can enhance their
knowledge and technology transfer between theory and practice thro-
ugh collaboration (Al-Ashaab et al. 2011; Lee 2011). According to Bayona
Sáez, García Marco and Huerta Arribas (2002), companies use the in-
ternational knowledge networks of universities to enhance their mar-
ket position. In general, the access to or development of new knowl-
edge/technology is one of the main reasons for universities and com-
panies to engage in collaboration (Newberg and Dunn 2002; Perkmann,
16
resources as the most essential benefit of a collaboration with a univer-
sity. In this sense, qualified staff is even more important for companies
than new ideas or product development.
There are various ways by which s m e s, universities or the staff it-
self can profit from a collaboration. Firstly, sme s can acquire talented
students involved in the collaboration at a relatively low price (Ford,
O’Neal, and Sullivan 2010). Secondly, it is a chance for students to start a
career straight after graduation (Gunn and Mintrom 2013). And thirdly,
the know-how from highly qualified (practical) specialists from s m e
or (theoretical) researchers from the university can be mutually used
(Ryan 2009).
In various sectors and regions, the search for qualified employees is
challenging. Universities might not have the financial resources to pay
wages that are typical on the market and sme s in turn might not have
the reputation to recruit the necessary specialists. Therefore, particu-
larly in innovative sectors, a collaboration can suffer due to a lack of
skilled persons on both sides (MingJi and Ping 2014). Another issue
that needs to be considered when it comes to the exchange or mutual
use of staff is cultural differences. For example, Schofield (2013) and
Sturbuck (2001) highlighted those cultural differences between univer-
sities and companies regarding their structure, management, commu-
nication or objectives. Borgia, Bonvillian, and Rubens (2011) in turn em-
phasised the significance of understanding cultures in different coun-
tries. They recommend using intermediaries, who can assist in the col-
laboration process and help gain an understanding of different cultures.
Nevertheless, and besides all these challenges, by combining the dif-
fering skills of qualified staff from both institutions, new opportuni-
ties become available and weaknesses or substantial gaps in each of the
partners’ own resources may be overcome.
Knowledge and Technology Transfer
Finally, yet importantly, universities and companies can enhance their
knowledge and technology transfer between theory and practice thro-
ugh collaboration (Al-Ashaab et al. 2011; Lee 2011). According to Bayona
Sáez, García Marco and Huerta Arribas (2002), companies use the in-
ternational knowledge networks of universities to enhance their mar-
ket position. In general, the access to or development of new knowl-
edge/technology is one of the main reasons for universities and com-
panies to engage in collaboration (Newberg and Dunn 2002; Perkmann,
16
