1. Best Practice in Knowledge Transfer

2. Triple Helix Model (Etzkowitz 2002) Interdependence Model (Stevens & Bagby 2002)

3. Knowledge Transfer (KT)Technology Transfer (TT) Origin1 st Order Development2 nd Order Development DevelopmentOften HEIs or other research organisationCan be HEIs or Commercial/Industrial ConceptFormed from “ Why ” Formed when Why is applied FormatTends towards CopyrightTends towards Licenses and Patents BenefitGreater Overall Benefit due to ability to embed the understanding behind the solutions, when properly developed. Faster potential for impact as the “ Products ” or “ Solution ” are already developed and tested. OwnershipCommercial ownership of ideas that lead to the “ Solution ”. Commercial purchase of the “ Solution ” Society needs Knowledge Transfer

4. University Benefits Opens the Frontier of knowledge (Reams 1986) Additional funding sources of academic salaries Research and Educational Programmes Technical and Physical Resources that would otherwise be unavailable Resources to Hire New Faculty Curriculum Enhancement Access to Industry Projects and Jobs for Students Educational Programmes for Industry An increased awareness among faculty and Administrators of Industry Needs and Resources Matthews & Norgaard (1984)

5. Industry Benefits Competitive Advantage (Grant 1996) Access to New Expertise to Solve Problems Renewal of Extension of Technology Access to Potential New Employees (Students) Enhanced Internal Research Capabilities Grant (1996), Brock & Yaniv (2007), Bommer & Jalajas (2004) Schartinger et al (2002)

6. RESEARCH INDUSTRY Shared Facilities Patent or License Joint Conference Spin-out Professional Journal Papers Networks Training & CPD Contract Research & Consultancy Student Placement & Graduate Employment Joint Supervision Secondment Collaborative Research Joint Ventures

7. Sector wide - Knowledge Transfer Outputs TypePeriodIncome £m Collaborative research (£m)2001-072,768 Contract research (£m)2001-073,200 Consultancy/ facilities (£m)2001-071,434 CPD Courses (£m)2001-071,688 Regeneration & Development (£m)2001-07960 IP Revenues (£m)2001-07228 Total income (£m) 10,278

8. Right person right project Develop mechanisms to encourage links between stakeholders Encourage links with industry and SMEs Create incentives within academics for innovation culture Best Practice Research recommends Carefully select individuals, balance managerial and organisational skills Ensure face – to face contact wherever possible Understand the importance of tacit knowledge Make time with the project to develop trust

9. RESEARCH INDUSTRY TACIT KNOWLEDGE “knowledge that is resultant from both the cognition of information and the interaction with experience and encompasses the ability to act”

10. RESEARCH INDUSTRY Knowledge Transfer Channel Assessment Shared FacilitiesExplicit Likely Patent or LicenseExplicit Likely Joint ConferenceVarying Tacit & Explicit Spin-outVarying Tacit & Explicit Writing Professional Journal Publication Varying Tacit & Explicit NetworksVarying Tacit & Explicit Training & CPDVarying Tacit & Explicit Contract Research & Consultancy Varying Tacit & Explicit Student Placements / Graduate Employment Tacit Likely Joint SupervisionTacit Likely SecondmentTacit Likely Collaborative ResearchTacit Likely Joint VentureTacit likely

11. Higher Education INDUSTRY SOCIETY CCV TRUST SOCIAL TIES RELATIONAL EMBEDDEDNESS Competing Objectives CCV = Co-Creation of Value

12. HEI INDUSTRY SOCIETY

14. Knowledge Gatekeeper Facilitator of Knowledge Sharing and Knowledge Creation Storyteller In-House Expert Scout (Seeker of New Knowledge) Translator and Interpreter of new Knowledge Project Advocate within Organisation Flag Bearer Cranefield & Yoong 2007

15. “Because not all the smart guys work for us!” Professor John Bessant 2010

16. Allen Alexander Senior Research Fellow in Innovation University of Exeter 00 44 (0) 1392 269248 A.T.Alexander@ex.ac.uk QUESTIONS