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Wednesday, 25 April 2018

Organisational culture differences and market orientation: an exploratory study of barriers to university–industry relationships

Author : Carolin Plewa, Pascale Quester, Thomas Baaken

The University of Adelaide, School of Commerce, Adelaide, SA 5005, Australia. 
The University of Adelaide, School of Commerce, Adelaide, SA 5005, Australia. 
Muenster University of Applied Sciences, Germany, Department of Business Administration, Corrensstrasse 25, 48149 Muenster, Germany

Abstract: Despite the growing importance of university–industry relationships (UIR) and the high proportion of such linkages failing, little is known on barriers to the formation and development of these relationships. This exploratory study aims at exploring such barriers. Organisational culture difference (OCD), such as differences in motivation, time orientation and market orientation (MO), were found to negatively effect UIR formation and development. Negative perceptions of universities' MO clearly emerged from the data. Indeed, universities' MO should be considered as a broad concept based on all value creation factors, not just 'business skills'. Finally, internal structures, bureaucracy and academics' individualistic way of working were identified as further factors potentially hindering university–industry relationships. Managerial implications involve recognising the role of individuals, their passion and experience, in overcoming the barriers identified in this study.

Keywords: barriers; champions; market orientation; organisational culture; university–industry relationships; industrial cooperation; universities; technology transfer; motivation; time orientation; value creation.


Int. J. of Technology Transfer and Commercialisation, 2006 Vol.5, No.4, pp.373 - 389

Available online: 21 Apr 2007
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