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Universities as internationalization catalysts: reversing roles in university–industry collaboration

Journal: British Journal of Management

Date: 2023

Author: Simone Corsi, Feranita Feranita, Mat Hughes, Alex Wilson

Abstract:
University–industry (U-I) collaboration is vital to the development of society. However, this important interaction has become something of a caricature whereby a sequential and unidirectional relationship exists, with universities creating knowledge and industries commercializing it. We address this issue by using the triple helix (TH) perspective and the network-revised Uppsala model of internationalization to demonstrate how this relationship can be reversed. We present an embedded longitudinal case study of a UK–China innovation programme, run by a UK university with the aim of supporting the development of 62 collaborative innovation projects between 58 UK small and medium enterprises and Chinese organizations. The results reveal a pressing need to revisit universities’ third mission: the transfer of academic knowledge to industry. The findings demonstrate universities’ role as internationalization catalysts for firms engaged in U-I collaboration. This signals an important and underexplored component of the TH perspective. The knowledge exchange type in U-I relationships shows a possible reversal in firm and university roles, where knowledge and technology are contributed by firms, and access to markets is orchestrated by universities, which become internationalization platforms.

Link: Google Scholar

Background and Context

Traditional U-I Relationship

University-industry collaboration traditionally follows a unidirectional relationship where universities create knowledge and industries commercialize it.

Theoretical Framework

The study uses the triple helix perspective and network-revised Uppsala internationalization model to demonstrate how traditional roles can be reversed.

Research Methodology

A longitudinal embedded case study analyzed 62 collaborative innovation projects between 58 UK SMEs and Chinese organizations facilitated by a UK university over 2014-2018.

Reversing Traditional Roles: Universities as Market Enablers, Not Just Knowledge Producers

Traditional Model Universities Knowledge Industry Commercialization Market Emerging Model Industry Technology & Knowledge Universities International Market Access Global Market
  • The traditional university-industry model assumes universities create knowledge that industry commercializes in domestic markets.
  • The emerging model shows industry contributing knowledge while universities provide international market access opportunities.
  • This role reversal challenges fundamental assumptions about universities' third mission and expands their societal impact.

Universities as Internationalization Catalysts: Building Networks Between Domestic and Foreign Markets

Universities as Internationalization Catalysts University UK SMEs Chinese Partners Government International Bridge Network Access Cultural Bridge Reputation & Legitimacy
  • Universities function as international bridges connecting SMEs with potential foreign partners through established networks.
  • Government support and funding enhance the institutional credibility, encouraging foreign organizations to engage with SMEs.
  • Universities provide SMEs with reputation, legitimacy, cultural understanding and networking capabilities they otherwise couldn't access.

Evolution of SME Goals: From R&D to Market Access During Program Participation

Evolution of SME Goals During UKCIP Initial Expression of Interest After 1 Year UK Projects After 1.5 Years China Projects 66.1% 86.1% 81.2% Market Access 47.0% 46.7% 47.0% R&D
  • Initially, 66.1% of SMEs joined the program primarily for market access, with only 47% focusing on R&D.
  • After one year, market access goals increased dramatically to 86.1%, indicating SMEs' evolving priorities.
  • The consistent interest in market access demonstrates the university's value as an internationalization platform rather than knowledge source.

UKCIP Structure: A Comprehensive Platform for SME Internationalization to China

UKCIP Journey: From Research to Market Access Pre-engagement Profiling Stage 1 Investigate Stage 2 Accelerate Stage 3 Collaborate Activities • Academic Research • Partnerships • Company Expression of Interest • Funding Activities • Market Trip to China • Meetings with Potential Partners • Pre/Post-trip Briefings Activities • Executive Programme • Partnership Formation • Inbound/Outbound Visits Activities • Collaborative Projects • Access to Chinese Market • Matched Funding
  • UKCIP followed a structured stage-gate process from initial profiling to full collaborative projects in China.
  • University teams facilitated market visits, partner meetings, and cross-cultural communication throughout all stages.
  • The program enabled SMEs to access funding and business networks typically unavailable through traditional channels.

Key Benefits for SMEs: University-Enabled Capabilities for International Market Entry

Benefits for SMEs in University-Supported Internationalization UK SME Participants Logistics & Cultural Bridge Brand Reputation Network Access Student Support Universities provide capabilities that SMEs would otherwise lack for internationalization
  • Universities provided essential internationalization capabilities SMEs typically cannot develop internally, including cultural and language bridges.
  • University reputation "legitimized" small enterprises when entering the Chinese market, enhancing credibility with potential partners.
  • Student teams provided affordable, knowledgeable resources for market research and ongoing project implementation in both countries.

Contribution and Implications

  • Universities can reverse traditional knowledge-exchange roles by providing market access rather than just research knowledge.
  • Small and medium enterprises benefit from university network insidership that reduces barriers to international market entry.
  • The study identifies new university roles as "internationalization catalysts" and "internationalization platforms" that enable global business development.
  • Funding bodies should recognize universities' potential to act as global connectors unlocking international market access for SMEs.
  • Universities can leverage their international research collaborations to create pathways for domestic companies into foreign markets.

Data Sources

  • All visualizations are based on qualitative data from the case study of UKCIP conducted between 2014-2018.
  • Chart 3 draws on data from Table 1 showing the evolution of SME goals from initial expressions of interest through project implementation.
  • Chart 4 is based on the UKCIP structure described in Figures 1 and 2 of the article.
  • Chart 5 reflects the benefits for SMEs identified in Table 3 and Table 4 of the article.
  • All visualizations represent themes derived from 32 semi-structured interviews and analysis of 62 collaborative projects across 58 SMEs.