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|Title:||De bijdrage van social capital aan universiteit-bedrijfsleven interactie.|
long-term commitment willingness
communication and complementary knowledge
|Publisher:||Open Universiteit Nederland|
|Abstract:||Abstract Knowledge transfer contributes to innovation and innovation to competitive advantages. Interaction between universities and industry is complex and lacks research. It is not clear which factors leads to success and what success means. Research argues that the contribution of good relations between partners to effective knowledge transfer and social capital is an important successfactor. This study aims to get more insight in de contribution of social capital to long-term commitment and in the factors leading to social capital. The literature shows the interaction is considered successful if there is satisfaction with the relationship and the results obtained. This satisfaction leads to enter into long-term relationships (long - term commitment). Social capital ensures that the available resources are efficiently shared between the partners. Social capital consists of three forms. Structural social capital creates the links between partners and is measured by the indicators: invested time, communication, useful resources and coordination. Relational social capital provides access to partners and motivates the partner to exchange knowledge. This form is measured by indicators such as trust, norms and adequate compensation. Cognitive social capital ensures that the partners understand each other's needs, knowledge and abilities. This concept arises from diversity and overlap in knowledge (complementary knowledge), same language, same background and the ability to gather and disseminate knowledge. Furthermore, a number of factors appear to contribute to the development of social capital. Previous collaboration ensures that the partners know each other, formalization ensures alignment of expectations before starting the process, project management ensures systematic monitoring of the process and students are a bridge between HEIs and companies. They make knowledge more easily available to the companies. During a case study, in the context of Biobased Economy, contact research and three students surveys are examined at an agricultural college and three companies. In order to make the research more reliable and valid, is made use of triangulation. All partners are personally interviewed, because few studies of social capital are based on primary information. The semi-structured interviews were supplemented by observations and research papers. This has delivered both primary and secondary information, with which the complexity of the interaction is visualized. The results show that all the indicators of social capital are present at the contract research, making the interaction successful. It also appears that the factors previous collaboration, formalization and project management contribute to social capital, provided that a number of indicators are present. The student surveys show that not all dimensions are present and there is little social capital. Defects in the project plans, project management and knowledge hinder the interaction. This study shows that high-level knowledge entails risks, which reduces the willingness to share knowledge. Factors such as reciprocity, complementary knowledge, norms, reputation and integrity contribute to readiness. Willingness, communication and complementary knowledge are the most important factors for successful interaction. From the results it is clear that all forms of social capital are powerful tools for knowledge and satisfaction within the interaction. This study is a snapshot, and has some limitations. The research group in which the research was conducted is in the start-up phase, which particularly complementary knowledge shows negative results. Repetition of the study within a few years is recommended for a more reliable picture. More attention to concepts such as absorptive capacity, networking and open innovation will lead in future research to new insights on university-business interaction|
|Appears in Collections:||MSc Management Science|
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