Predictors of Graduated Predictors of Graduated I/UCRC Success - - PowerPoint PPT Presentation
Industry/University Cooperative Research Centers Predictors of Graduated Predictors of Graduated I/UCRC Success I/UCRC Success Thesis Proposal Research Thesis Proposal Research by by Lindsey McGowen North Carolina State University Slide
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Industry/University Cooperative Research Centers
by by
North Carolina State University
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Industry/University Cooperative Research Centers
Background
– – What We Know What We Know – – Purpose of Research Purpose of Research – – Significance of Research Significance of Research
Literature
– – Search Strategies Search Strategies – – Social Entrepreneurship Social Entrepreneurship – – Empirical Studies Empirical Studies – – Case Studies Case Studies
Methods
– – Research Goals Research Goals – – Variables Variables – – Measures Measures
Timeline
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Industry/University Cooperative Research Centers
The I/UCRC Program is designed to: The I/UCRC Program is designed to:
Industry:
– – “ “provide the means to leverage research and development (R&D) inv provide the means to leverage research and development (R&D) investments with multi estments with multi-
university centers renown for their innovative research capabilities. ties.” ”
University:
– – “ “provide opportunities to partner with other leading institutions provide opportunities to partner with other leading institutions to conduct industrially to conduct industrially relevant research, receive seed funding and recognition as a Nat relevant research, receive seed funding and recognition as a National Science ional Science Foundation (NSF) research center with access to professional res Foundation (NSF) research center with access to professional resources and guidance
aimed towards enhancing global competitiveness. aimed towards enhancing global competitiveness.” ”
Government:
– – “ “With industrial and other support totaling 10 to 15 times the NS With industrial and other support totaling 10 to 15 times the NSF investment, I/UCRCs F investment, I/UCRCs are a premier example of are a premier example of "leveraged" funding "leveraged" funding--
a model for the Federal Government for how to how to cost cost-
effectively synergize the nation's research and development process. the nation's research and development process.” ”
(NSF I/UCRC website) (NSF I/UCRC website)
Program funding timeline
– – Eligible for 5 yrs and an additional 5 yrs Eligible for 5 yrs and an additional 5 yrs
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Industry/University Cooperative Research Centers
“The Industry/University Cooperative Research Centers The Industry/University Cooperative Research Centers (I/UCRCs) program develops (I/UCRCs) program develops long long-
term partnerships among among industry, academe, and government. industry, academe, and government.” ”
“… and a plan to work toward and a plan to work toward self self-
sufficiency from NSF from NSF” ”
“NSF's investment in the I/UCRCs is intended to seed NSF's investment in the I/UCRCs is intended to seed partnered approaches to new or emerging research areas, partnered approaches to new or emerging research areas, not not to sustain the Centers indefinitely to sustain the Centers indefinitely. The Foundation intends for . The Foundation intends for I/UCRCs gradually to become fully supported by university, I/UCRCs gradually to become fully supported by university, industry, state, and/or other non industry, state, and/or other non-
NSF sponsors. “ “
“After ten years After ten years, the Centers are expected , the Centers are expected to be fully supported to be fully supported by industrial, other Federal agency, and state and local by industrial, other Federal agency, and state and local government partners. government partners.” ”
“Over 80% Over 80% of the centers established under the I/UCRC
program continue on as program continue on as successful successful centers without NSF centers without NSF funding funding” ”. .
(NSF IUCRC website) (NSF IUCRC website)
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Industry/University Cooperative Research Centers
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Industry/University Cooperative Research Centers
2 3 5 7 1017 31 37 36 41 45 43 51 5056 51 54 50 55 51 50 5345 45 44 42
20 40 60 80 8 8 2 8 4 8 6 8 8 9 9 2 9 4 9 6 9 8 ' ' 2 ' 4
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Industry/University Cooperative Research Centers
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Industry/University Cooperative Research Centers
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Industry/University Cooperative Research Centers
Library
– – PsychINFO PsychINFO – – Google Scholar Google Scholar – – ERIC ERIC – – Keywords: Keywords:
» » Education, higher education, postsecondary education, university Education, higher education, postsecondary education, university, industry, , industry, research, collaboration research, collaboration » » funding, transition, entrepreneurship, social entrepreneurship, funding, transition, entrepreneurship, social entrepreneurship, sustainability, sustainability, self self-
sustainability, fidelity
Networking
– – NSF NSF – – SRI SRI – – ERC ERC – – I/UCRC I/UCRC
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Industry/University Cooperative Research Centers
(Dees, 2001)
Social entrepreneurs play the role of change agents in the social sector, change agents in the social sector, by: by:
– – Adopting a Adopting a mission mission to create and sustain social value (not just private value), to create and sustain social value (not just private value), recognizing and relentlessly recognizing and relentlessly pursuing new opportunities pursuing new opportunities to serve that mission, to serve that mission, engaging in a process of continuous engaging in a process of continuous innovation, adaptation, and learning innovation, adaptation, and learning, , acting boldly without being limited by acting boldly without being limited by resources resources currently in hand, and currently in hand, and exhibiting heightened exhibiting heightened accountability accountability to the constituencies served and for the to the constituencies served and for the
I/UCRCs bridge the gap between industrial and academic sectors, by: by:
– – Adopt a Adopt a mission mission to create and sustain industrial collaboration, recognizing and to create and sustain industrial collaboration, recognizing and relentlessly relentlessly pursuing opportunities pursuing opportunities to develop collaboration, engaging in a to develop collaboration, engaging in a process of continuous process of continuous innovation, adaptation, and learning innovation, adaptation, and learning, acting boldly , acting boldly without being limited by resources currently in hand (i.e. without being limited by resources currently in hand (i.e. pursuing additional pursuing additional funding sources funding sources), exhibiting heightened ), exhibiting heightened accountability accountability to the industry, faculty, to the industry, faculty, and university served and for the technology and knowledge trans and university served and for the technology and knowledge transfer fer deliverables deliverables
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Industry/University Cooperative Research Centers
(Ailes, Roessner, & Coward, 2000) (Ailes, Roessner, & Coward, 2000)
Goals: To explore issues of self-
sustainability, funding, cultural change for graduated ERCs
Methodology
– – Interviews with Center leadership Interviews with Center leadership – – Centers from 5 cohorts, 1985 Centers from 5 cohorts, 1985-
1990, N = 16 – – Data collected year before graduation and year of graduation (11 Data collected year before graduation and year of graduation (11th
th year)
year) – – Study is on Study is on-
going, began in 1997, last published in 2000 – – Primarily descriptive Primarily descriptive
Results
– – Factors Factors: Strategic planning, Facilities / Institutional Support, Indus : Strategic planning, Facilities / Institutional Support, Industry priorities affect funding and try priorities affect funding and research research – – Outcomes Outcomes: All centers survived as research entities to some extent, : All centers survived as research entities to some extent, ‘ ‘, Fidelity to ERC model varied, , Fidelity to ERC model varied, Changes in research focus, Negative effects Changes in research focus, Negative effects – – Hypotheses Hypotheses: Infrastructure, Transition planning, Center management, Facul : Infrastructure, Transition planning, Center management, Faculty involvement, Institutional ty involvement, Institutional factors, Research area, Industrial participation, Educational pr factors, Research area, Industrial participation, Educational programs
Critique
– – No stats No stats – – Sample size Sample size – – Findings based on judgment Findings based on judgment – – Applicability to the I/UCRC Program Applicability to the I/UCRC Program
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Industry/University Cooperative Research Centers
(Mujumdar, 2005) (Mujumdar, 2005)
– Investigated what happened to ERCs after graduation, how center’s changed, and the consequences of graduating form NSF support.
– 22 item survey – N = 10, response rate = 62.5% – Range $500K - $27M – Cohorts 1985-1990, follow-up to Ailes et al. (2000) study
– Sources of Funding: University (75%), Industry (100%), Government (63%), Other (89%) – Mission/Vision – Tech Transfer – Research – Education/Outreach – Pros/Cons – Suggestions/Improvements
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Industry/University Cooperative Research Centers
ERCs approaching graduation have used some of the following strategies tegies to achieve self to achieve self-
sufficiency
– – Transition Planning Transition Planning – – Infrastructure development Infrastructure development – – Fundraising, Participation of PIs in fundraising Fundraising, Participation of PIs in fundraising – – Incentives Incentives – – start start-
up companies, targeted funding, plans for industry – – Investment in technology transfer Investment in technology transfer – – Increase Industry support Increase Industry support – – membership drive, increased fees, project specific membership drive, increased fees, project specific funding funding – – Research Research – – industry driven, diverse, focused industry driven, diverse, focused – – Cost sharing with universities Cost sharing with universities – – Marketing IP Marketing IP – – establishing an IP protection board establishing an IP protection board
(Sander, 2004; EBSM, 2005, Moudgil, 2005; Lee, 2005) (Sander, 2004; EBSM, 2005, Moudgil, 2005; Lee, 2005)
CDADIC I/UCRC (Ringo, 2006)
– – Business model, venture capital, strategic planning, networking Business model, venture capital, strategic planning, networking w/ other w/ other graduated Centers, embrace change, include graduated Centers in graduated Centers, embrace change, include graduated Centers in annual annual meetings meetings
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Industry/University Cooperative Research Centers
University Factors
– – IP policy IP policy – – Facilities Facilities – – Funding Funding
Industry Factors
– – Fit with Center Fit with Center – – Value Center membership Value Center membership – – Outsourcing R&D Outsourcing R&D – – Power Power – – Long Long-
term research goals
Center Factors
– – Visibility/Prestige Visibility/Prestige – – Strategic planning Strategic planning – – Students Students – – Research area Research area – – Caters to Stakeholders Caters to Stakeholders – – Mission Mission – – Funding Funding – – Leadership Leadership – – Faculty Faculty – – Technology Transfer Technology Transfer
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Industry/University Cooperative Research Centers
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Industry/University Cooperative Research Centers
Mixed Methods
– – Quantitative Archival Data Quantitative Archival Data
» » P/O Reports P/O Reports » » Director Reports Director Reports
– – Qualitative interviews Qualitative interviews
» » Evaluators at time of transition Evaluators at time of transition » » Current Directors Current Directors
Sample
– – Graduated I/UCRCs Graduated I/UCRCs – – N = 63 N = 63 – – No control group No control group… …
Data Collection
– – Archival Data Archival Data – – Phone interviews Phone interviews
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Industry/University Cooperative Research Centers
“Perhaps the strongest indication of the value of these Centers t Perhaps the strongest indication of the value of these Centers to industry is the continued and
growing participation of industry growing participation of industry, even during periods of economic fluctuation. , even during periods of economic fluctuation.” ”
“To industry, it is To industry, it is results results that count. Evaluator surveys show that industry is satisfied w that count. Evaluator surveys show that industry is satisfied with the ith the results of I/UCRC membership results of I/UCRC membership--
not just in terms of new products and processes new products and processes (as described (as described in the accompanying fact sheets), but also in terms of access to in the accompanying fact sheets), but also in terms of access to the best the best new ideas new ideas and first and first-
rate prospective employees prospective employees. Their enthusiastic participation and support are the proof of . Their enthusiastic participation and support are the proof of their their satisfaction. satisfaction.” ”
(NSF I/UCRC website) (NSF I/UCRC website)
Measures of Post-
graduation Success
– – Center Status on NSF I/UCRC membership criteria (categorical) Center Status on NSF I/UCRC membership criteria (categorical)
» » Exceeds NSF requirements, Meets NSF requirements, Does not mee Exceeds NSF requirements, Meets NSF requirements, Does not meet NSF t NSF requirements requirements
– – Status change post Status change post-
graduation (categorical)
» » Improved since graduation, No change since graduation, Declined Improved since graduation, No change since graduation, Declined since graduation, since graduation, Closed Closed
– – Fidelity (continuous) Fidelity (continuous)
» » Degree to which the center maintains I/UCRC characteristics Degree to which the center maintains I/UCRC characteristics
Data collected via Director and Evaluator interviews
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Industry/University Cooperative Research Centers
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Industry/University Cooperative Research Centers
Archival Data
– – Director Reports Director Reports – – P/O reports P/O reports
Director Interviews (qualitative and categorical)
– – Budget and membership Budget and membership – – Research activities Research activities – – Fund raising activities Fund raising activities – – Employment status Employment status – – Industry experience and contacts Industry experience and contacts – – Personal reflections Personal reflections -
exploratory – – Existence of a strategic transition plan Existence of a strategic transition plan
Evaluator Interviews (qualitative and categorical)
– – Strategic plan Strategic plan – – Quality of membership recruitment activities Quality of membership recruitment activities – – Industry exit interviews Industry exit interviews – – Personal reflection Personal reflection – – exploratory exploratory
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Industry/University Cooperative Research Centers
Approved
Extended Lit Review
Archival Data Cleaning
I/UCRC Approval, Sample Identification
Proposal
Data collection
Analysis and Reports
June, ‘06|July-Sept., ‘06|Oct.-Nov., ‘06|Jan.,-Feb., ‘07|March, ‘07|April-June, ‘07 |July-Aug., ‘07