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Demystifying Academics to Enhance University - Business Collaboration
University-derived research (e.g. science) is useful in ‘real world’ business applications, so effective collaboration is desirable. However, for work to actually proceed, strategic and policy-level drivers must align with the incentive structures and constraints upon individual university-based sci...
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| Main Authors: | , , |
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| Format: | Default Report |
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2019
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| Online Access: | https://dx.doi.org/10.17028/rd.lboro.8283350.v2 |
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| _version_ | 1818168128630161408 |
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| author | John Hillier Gurmit Kler Jacqueline Tweddle |
| author_facet | John Hillier Gurmit Kler Jacqueline Tweddle |
| author_sort | John Hillier (1254873) |
| collection | Figshare |
| description | University-derived research (e.g. science) is useful in ‘real world’ business applications, so effective collaboration is desirable. However, for work to actually proceed, strategic and policy-level drivers must align with the incentive structures and constraints upon individual university-based scientists and their motivations. This briefing aims to foster collaborations by providing a view from the perspective of individual academics. Specifically, it examines workload (i.e. specified tasks) and incentive structures (i.e. assessment criteria) to tackle two questions: What motivates academics to do specific work? And, reciprocally, what might constrain them? In light of this specific, pragmatic actions, including short-term and time-efficient steps are proposed in a ‘user guide’ to help initiate and nurture collaborations. And, some modes of institutional support are suggested. Main Points - Like other professions academics suffer time pressure, i.e. amid 20-50 key duties up to 0.5 days per week might potentially be found for activities with ‘real world’ impact. - Typically, for impact-related activities others must be sacrificed (e.g. research), creating a tension. - As yet, even in countries strongly promoting collaboration, the overriding imperative remains for academics to publish research (i.e. peer-reviewed journal articles). - Thus, to justify working with business, impact-related work must inspire curiosity and facilitate future novel research (e.g. science) to mitigate this conflict. |
| format | Default Report |
| id | rr-article-8283350 |
| institution | Loughborough University |
| publishDate | 2019 |
| record_format | Figshare |
| spelling | rr-article-82833502019-06-18T15:24:30Z Demystifying Academics to Enhance University - Business Collaboration John Hillier (1254873) Gurmit Kler (6847242) Jacqueline Tweddle (6847248) Natural hazards Higher education Human geography not elsewhere classified University-business collaboration impact innovation knowledge exchange job specification appraisal criteria risk practitioner catastrophe modelling insurance sector Natural Hazards Geography Higher Education <p>University-derived research (e.g. science) is useful in ‘real world’ business applications, so effective collaboration is desirable. However, for work to actually proceed, strategic and policy-level drivers must align with the incentive structures and constraints upon individual university-based scientists and their motivations. This briefing aims to foster collaborations by providing a view from the perspective of individual academics. Specifically, it examines workload (i.e. specified tasks) and incentive structures (i.e. assessment criteria) to tackle two questions: What motivates academics to do specific work? And, reciprocally, what might constrain them? In light of this specific, pragmatic actions, including short-term and time-efficient steps are proposed in a ‘user guide’ to help initiate and nurture collaborations. And, some modes of institutional support are suggested.</p> <p> </p> <p>Main Points</p> <p> </p> <p>- Like other professions academics suffer time pressure, i.e. amid 20-50 key duties up to 0.5 days per week might potentially be found for activities with ‘real world’ impact.</p> <p>- Typically, for impact-related activities others must be sacrificed (e.g. research), creating a tension. </p> <p>- As yet, even in countries strongly promoting collaboration, the overriding imperative remains for academics to publish research (i.e. peer-reviewed journal articles).</p> <p>- Thus, to justify working with business, impact-related work must inspire curiosity and facilitate future novel research (e.g. science) to mitigate this conflict. </p> 2019-06-18T15:24:30Z Text Report 10.17028/rd.lboro.8283350.v2 https://figshare.com/articles/report/Demystifying_Academics_to_Enhance_University_-_Business_Collaboration/8283350 CC BY-NC 4.0 |
| spellingShingle | Natural hazards Higher education Human geography not elsewhere classified University-business collaboration impact innovation knowledge exchange job specification appraisal criteria risk practitioner catastrophe modelling insurance sector Natural Hazards Geography Higher Education John Hillier Gurmit Kler Jacqueline Tweddle Demystifying Academics to Enhance University - Business Collaboration |
| title | Demystifying Academics to Enhance University - Business Collaboration |
| title_full | Demystifying Academics to Enhance University - Business Collaboration |
| title_fullStr | Demystifying Academics to Enhance University - Business Collaboration |
| title_full_unstemmed | Demystifying Academics to Enhance University - Business Collaboration |
| title_short | Demystifying Academics to Enhance University - Business Collaboration |
| title_sort | demystifying academics to enhance university - business collaboration |
| topic | Natural hazards Higher education Human geography not elsewhere classified University-business collaboration impact innovation knowledge exchange job specification appraisal criteria risk practitioner catastrophe modelling insurance sector Natural Hazards Geography Higher Education |
| url | https://dx.doi.org/10.17028/rd.lboro.8283350.v2 |