| 研究生: |
黃琪婷 Huang, Chi-Ting |
|---|---|
| 論文名稱: |
以公私部門夥伴關係理論探討產學合作的價值創造與攫取 Investigating value creation and capture in university-industry collaboration from a public-private partnerships perspective |
| 指導教授: |
方世杰
Fang, Shih-Chieh |
| 學位類別: |
碩士 Master |
| 系所名稱: |
管理學院 - 企業管理學系 Department of Business Administration |
| 論文出版年: | 2015 |
| 畢業學年度: | 103 |
| 語文別: | 中文 |
| 論文頁數: | 91 |
| 中文關鍵詞: | 產學合作 、公私部門夥伴關係理論 、社會困境 、治理機制 |
| 外文關鍵詞: | University-industry collaboration, Public-private partnerships, social dilemma, governance form |
| 相關次數: | 點閱:140 下載:1 |
| 分享至: |
| 查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
本研究的立意在於了解產學合作模式如何影響產學成效,過往產學合作文獻多以量化方式分析學者個人、學校組織或大學所處環境以提出產學合作成功的因素,本研究則跳脫既有的架構,結合公私部門夥伴關係理論(PPPs)中的治理機制特徵,改以「產學合作治理機制」的觀點切入,探討產學模式在治理機制上的本質以其過程中可能出現的衝突,也就是PPPs中所謂的社會困境。進一步透過對社會困境型態產生情境的了解,描繪出產學合作過程所產生的價值創造和價值攫取的歷程。
本研究採用多個案研究方式,透過學界角度瞭解整個產學歷程,進而依據產學合作模式特質提出產學合作治理機制:1.自主模式-專利授權、委託研究2.整合模式-新創公司、共同研究。研究中發現學界對於產學合作的重要考量在於是否為自己的關鍵技術,而這一點和產學合作機制是相吻合的,因為整合模式下的新創公司對學者而言具有較高的控制能力,可以掌握技術施行的成果。
由於產學雙方在組織信念、處事態度的異質性,其與雙方各自追求的目標產生實質衝突時將出現社會困境。每一種產學模式下都可能出現攫取矛盾或付出矛盾,若無法有效解決將導致價值被攫取,然而基於產學治理機制的本質,使得學界在面臨社會困境時受限於可否掌控主導權再加上本身資源條件,進而影響到所採行的解決方式是否直接、有效。
The main purpose is to know how different types of university-industry relationships affect collaborative value distribution. This study investigates the sequence of university-industry collaboration in a public-private partnerships (PPPs) perspective, to find out the antecedents and social dilemmas of each collaborative type.
This study uses case studies from academics’ point of view to thoroughly describe interactions with firms in collaboration, and compares those antecedents with two different public-private governance forms, autonomous and integrative. As a result, university-industry governance forms are identified as following: patent license and contract research belong to autonomous mode; in contrast, start-up and collaboration research belong to integrative mode. It is found that academics prefer start-up, which corresponds to classification of the university-industry governance form, because they have more control power to implement key technology resulted from their long-term researches.
Due to the heterogeneity arising from organization cultures and ways of execution, it easily causes social dilemmas in university-industry collaboration when two parties clash on values pursued respectively. Social dilemmas may result in value slippage, which declines the value that academics or firms could have had, if these dilemmas can’t be eliminated effectively. Due to nature of the university-industry governance form, academics in integrative mode are more likely to eliminate social dilemmas by owing greater bargaining power; on the other hand, firms may capture more value in autonomous mode.
Abreu, M., & Grinevich, V. (2013). The nature of academic entrepreneurship in the UK: Widening the focus on entrepreneurial activities. Research Policy, 42(2), 408-422. doi: DOI 10.1016/j.respol.2012.10.005
Argyres, N. S., & Liebeskind, J. P. (1998). Privatizing the intellectual commons: Universities and the commercialization of biotechnology. Journal of Economic Behavior & Organization, 35(4), 427-454.
Boardman, P. C., & Corley, E. A. (2008). University research centers and the composition of research collaborations. Research Policy, 37(5), 900-913.
Bodas Freitas, I. M., Geuna, A., & Rossi, F. (2013). Finding the right partners: Institutional and personal modes of governance of university–industry interactions. Research Policy, 42(1), 50-62. doi: 10.1016/j.respol.2012.06.007
Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: towards a coherent definition of value in strategy. British Journal of Management, 11(1), 1-15.
Bozeman, B., & Gaughan, M. (2007). Impacts of grants and contracts on academic researchers’ interactions with industry. Research Policy, 36(5), 694-707.
Brandenburger, A. M., & Stuart, H. W. (1996). Value‐based Business Strategy. Journal of Economics & Management Strategy, 5(1), 5-24.
Bray, M. J., & Lee, J. N. (2000). University revenues from technology transfer: Licensing fees vs. equity positions. Journal of Business Venturing, 15(5), 385-392.
Brinkerhoff, D. W., & Brinkerhoff, J. M. (2011). Public-Private Partnerships: Perspectives on Purposes, Publicness, and Good Governance. Public Administration and Development, 31(1), 2-14. doi: Doi 10.1002/Pad.584
Calderini, M., Franzoni, C., & Vezzulli, A. (2007). If star scientists do not patent: The effect of productivity, basicness and impact on the decision to patent in the academic world. Research Policy, 36(3), 303-319.
Chi, T. (1994). Trading in strategic resources: Necessary conditions, transaction cost problems, and choice of exchange structure. Strategic Management Journal, 15(4), 271-290.
Clarysse, B., & Moray, N. (2004). A process study of entrepreneurial team formation: the case of a research-based spin-off. Journal of Business Venturing, 19(1), 55-79.
Clarysse, B., Wright, M., Lockett, A., Mustar, P., & Knockaert, M. (2007). Academic spin-offs, formal technology transfer and capital raising. Industrial and Corporate Change, 16(4), 609-640. doi: Doi 10.1093/Icc/Dtm019
Clarysse, B., Wright, M., Lockett, A., Van de Velde, E., & Vohora, A. (2005). Spinning out new ventures: a typology of incubation strategies from European research institutions. Journal of Business Venturing, 20(2), 183-216.
Cohen, W. M., Nelson, R. R., & Walsh, J. P. (2002). Links and impacts: the influence of public research on industrial R&D. Management Science, 48(1), 1-23.
Cressey, D. (2012). Geoengineering experiment cancelled amid patent row. Nature. doi, 10, 1038.
D’Este, P., & Patel, P. (2007). University–industry linkages in the UK: What are the factors underlying the variety of interactions with industry? Research Policy, 36(9), 1295-1313.
Denzin, N. K., & Lincoln, Y. S. (2005). The Sage handbook of qualitative research: Sage.
Di Gregorio, D., & Shane, S. (2003). Why do some universities generate more start-ups than others? Research Policy, 32(2), 209-227.
Druilhe, C., & Garnsey, E. (2004). Do academic spin-outs differ and does it matter? The Journal of Technology Transfer, 29(3-4), 269-285.
Ensley, M. D., & Hmieleski, K. M. (2005). A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups. Research Policy, 34(7), 1091-1105.
Etzkowitz, H., Webster, A., Gebhardt, C., & Terra, B. R. C. (2000). The future of the university and the university of the future: evolution of ivory tower to entrepreneurial paradigm. Research Policy, 29(2), 313-330.
Fabrizio, K. R., & Di Minin, A. (2008). Commercializing the laboratory: Faculty patenting and the open science environment. Research Policy, 37(5), 914-931.
Feldman, M., Feller, I., Bercovitz, J., & Burton, R. (2002). Equity and the technology transfer strategies of American research universities. Management Science, 48(1), 105-121.
Fontana, R., Geuna, A., & Matt, M. (2006). Factors affecting university–industry R&D projects: The importance of searching, screening and signalling. Research Policy, 35(2), 309-323.
Franklin, S. J., Wright, M., & Lockett, A. (2001). Academic and surrogate entrepreneurs in university spin-out companies. The Journal of Technology Transfer, 26(1-2), 127-141.
Göktepe-Hultén, D. (2008). Why and how do scientists commercialize their research?: towards a typology of inventors: Jena economic research papers.
Geuna, A., & Muscio, A. (2009). The governance of university knowledge transfer: A critical review of the literature. Minerva, 47(1), 93-114.
Grandi, A., & Grimaldi, R. (2003). Exploring the Networking Characteristics of New Venture Founding Teams: A Stdy of Italian Academic Spin-off. Small Business Economics, 21(4), 329-341.
Grimaldi, R., Kenney, M., Siegel, D. S., & Wright, M. (2011). 30 years after Bayh-Dole: Reassessing academic entrepreneurship. Research Policy, 40(8), 1045-1057. doi: DOI 10.1016/j.respol.2011.04.005
Gulbrandsen, M., & Smeby, J.-C. (2005). Industry funding and university professors’ research performance. Research Policy, 34(6), 932-950.
Haeussler, C., & Colyvas, J. A. (2011). Breaking the ivory tower: academic entrepreneurship in the life sciences in UK and Germany. Research Policy, 40(1), 41-54.
Hargrave, T. J., & Van de Ven, A. H. (2006). A collective action model of institutional innovation. Academy of Management Review, 31(4), 864-888.
Jensen, R., & Thursby, M. (2001). Proofs and prototypes for sale: The licensing of university inventions. American Economic Review, 91(1), 240-259.
Johansson, M., Jacob, M., & Hellström, T. (2005). The strength of strong ties: University spin-offs and the significance of historical relations. The Journal of Technology Transfer, 30(3), 271-286.
Kivleniece, I., & Quelin, B. V. (2012). Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective. Academy of Management Review, 37(2), 272-299. doi: DOI 10.5465/amr.2011.0004
Koppenjan, J. F., & Enserink, B. (2009). Public–private partnerships in urban infrastructures: reconciling private sector participation and sustainability. Public Administration Review, 69(2), 284-296.
Koschmann, M. A., Kuhn, T. R., & Pfarrer, M. D. (2012). A Communicative Framework of Value in Cross-Sector Partnerships. Academy of Management Review, 37(3), 332-354. doi: DOI 10.5465/amr.2010.0314
Laursen, K., & Salter, A. (2004). Searching high and low: what types of firms use universities as a source of innovation? Research Policy, 33(8), 1201-1215.
Lawther, W. C. (2002). Contracting for the 21st century: A partnership model: PricewaterhouseCoopers Endowment for the Business of Government.
Lee, Y. S. (2000). The sustainability of university-industry research collaboration: an empirical assessment. The Journal of Technology Transfer, 25(2), 111-133.
Lepak, D. P., Smith, K. G., & Taylor, M. S. (2007). Value creation and value capture: A multilevel perspective. Academy of Management Review, 32(1), 180-194.
Link, A. N., Siegel, D. S., & Bozeman, B. (2007). An empirical analysis of the propensity of academics to engage in informal university technology transfer. Industrial and Corporate Change, 16(4), 641-655. doi: Doi 10.1093/Icc/Dtm020
Lockett, A., & Wright, M. (2005). Resources, capabilities, risk capital and the creation of university spin-out companies. Research Policy, 34(7), 1043-1057.
Lockett, A., Wright, M., & Franklin, S. (2003). Technology transfer and universities' spin-out strategies. Small Business Economics, 20(2), 185-200.
Mahoney, J. T., McGahan, A. M., & Pitelis, C. N. (2009). The Interdependence of Private and Public Interests. Organization Science, 20(6), 1034-1052. doi: DOI 10.1287/orsc.1090.0472
Markman, G. D., Gianiodis, P. T., Phan, P. H., & Balkin, D. B. (2005). Innovation speed: Transferring university technology to market. Research Policy, 34(7), 1058-1075.
Markman, G. D., Siegel, D. S., & Wright, M. (2008). Research and technology commercialization. Journal of Management Studies, 45(8), 1401-1423.
Martinelli, A., Meyer, M., & von Tunzelmann, N. (2008). Becoming an entrepreneurial university? A case study of knowledge exchange relationships and faculty attitudes in a medium-sized, research-oriented university. The Journal of Technology Transfer, 33(3), 259-283.
Maxwell, J. A. (2012). Qualitative research design: An interactive approach (Vol. 41): Sage publications.
McCarter, M. W., Budescu, D. V., & Scheffran, J. (2011). The give-or-take-some dilemma: An empirical investigation of a hybrid social dilemma. Organizational Behavior and Human Decision Processes, 116(1), 83-95. doi: DOI 10.1016/j.obhdp.2011.02.002
McCarter, M. W., & Kamal, D. F. (2013). Recognizing and Resolving Social Dilemmas in Supply Chain Public-Private Partnerships. Journal of Business Logistics, 34(4), 360-372. doi: Doi 10.1111/Jbl.12033
Mohnen, P., & Hoareau, C. (2003). What type of enterprise forges close links with universities and government labs? Evidence from CIS 2. Managerial and Decision Economics, 24(2‐3), 133-145.
Mowery, D. C., Nelson, R. R., Sampat, B., & Ziedonis, A. A. (1999). The effects of the Bayh-Dole Act on US university research and technology transfer: An analysis of data from Columbia University, the University of California, and Stanford University. Research Policy, 29, 729-740.
Nicolaou, N., & Birley, S. (2003). Academic networks in a trichotomous categorisation of university spinouts. Journal of Business Venturing, 18(3), 333-359.
O’Shea, R. P., Chugh, H., & Allen, T. J. (2008). Determinants and consequences of university spinoff activity: a conceptual framework. The Journal of Technology Transfer, 33(6), 653-666.
Oliver, A. L. (2004). Biotechnology entrepreneurial scientists and their collaborations. Research Policy, 33(4), 583-597.
Perkmann, M., Tartari, V., McKelvey, M., Autio, E., Brostrom, A., D'Este, P., . . . Sobrero, M. (2013). Academic engagement and commercialisation: A review of the literature on university-industry relations. Research Policy, 42(2), 423-442. doi: DOI 10.1016/j.respol.2012.09.007
Perkmann, M., & Walsh, K. (2009). The two faces of collaboration: impacts of university-industry relations on public research. Industrial and Corporate Change, 18(6), 1033-1065. doi: Doi 10.1093/Icc/Dtp015
Phan, P. H., Siegel, D. S., & Wright, M. (2009). New developments in technology management education: Background issues, program initiatives, and a research agenda. Academy of Management Learning & Education, 8(3), 324-336.
Porter, M. E. (1985). Competitive advantage: creating and sustaining superior performance: New York: The Free Press.
Priem, R. L. (2007). A consumer perspective on value creation. Academy of Management Review, 32(1), 219-235.
Priem, R. L., Li, S. L., & Carr, J. C. (2012). Insights and New Directions from Demand-Side Approaches to Technology Innovation, Entrepreneurship, and Strategic Management Research. Journal of Management, 38(1), 346-374. doi: Doi 10.1177/0149206311429614
Rangan, S., Samii, R., & Van Wassenhove, L. N. (2006). Constructive partnerships: When alliances between private firms and public actors can enable creative strategies. Academy of Management Review, 31(3), 738-751.
Rasmussen, E., Mosey, S., & Wright, M. (2014). The influence of university departments on the evolution of entrepreneurial competencies in spin-off ventures. Research Policy, 43(1), 92-106. doi: 10.1016/j.respol.2013.06.007
Rothaermel, F. T., Agung, S. D., & Jiang, L. (2007). University entrepreneurship: a taxonomy of the literature. Industrial and Corporate Change, 16(4), 691-791. doi: Doi 10.1093/Icc/Dtm023
Rothaermel, F. T., & Thursby, M. (2005). University–incubator firm knowledge flows: assessing their impact on incubator firm performance. Research Policy, 34(3), 305-320.
Rufin, C., & Rivera-Santos, M. (2012). Between Commonweal and Competition: Understanding the Governance of Public-Private Partnerships. Journal of Management, 38(5), 1634-1654. doi: Doi 10.1177/0149206310373948
Shane, S., & Stuart, T. (2002). Organizational endowments and the performance of university start-ups. Management Science, 48(1), 154-170.
Siegel, D. (2003). Data requirements for assessing the private and social returns to strategic research partnerships: Analysis and recommendations. Technology Analysis & Strategic Management, 15(2), 207-225.
Siegel, D. S., Veugelers, R., & Wright, M. (2007). Technology transfer offices and commercialization of university intellectual property: performance and policy implications. Oxford Review of Economic Policy, 23(4), 640-660.
Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273-292.
Steffensen, M., Rogers, E. M., & Speakman, K. (2000). Spin-offs from research centers at a research university. Journal of Business Venturing, 15(1), 93-111.
Stuart, T. E., & Ding, W. W. (2006). When Do Scientists Become Entrepreneurs? The Social Structural Antecedents of Commercial Activity in the Academic Life Sciences1. American Journal of Sociology, 112(1), 97-144.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management.
Thursby, J. G., Jensen, R., & Thursby, M. C. (2001). Objectives, characteristics and outcomes of university licensing: A survey of major US universities. The Journal of Technology Transfer, 26(1-2), 59-72.
Thursby, J. G., & Thursby, M. C. (2002). Who is selling the ivory tower? Sources of growth in university licensing. Management Science, 48(1), 90-104.
Wright, M., Piva, E., Mosey, S., & Lockett, A. (2009). Academic entrepreneurship and business schools. The Journal of Technology Transfer, 34(6), 560-587.
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5): sage.
Zeng, M., & Chen, X. P. (2003). Achieving cooperation in multiparty alliances: A social dilemma approach to partnership management. Academy of Management Review, 28(4), 587-605.
侯勝宗. (2012). 見所未見: 詮釋性個案研究方法探索. 組織與管理, 5(1), 111-153.
許士軍. (1996). 定性研究在管理研究上的重要性 中原學報 (人文及社會科學系列) (Vol. 24, pp. 1-3).
謝安田. (1998). 企業研究方法論 (再版), 台北: 著者發行.
張慈映主編. (2013) 醫療器材產業年鑑, 台北:經濟部技術處, 2013年初版.
校內:2020-02-13公開