从人际网络间在日本的大学产业合作组织联盟–：东京工业大学的案例.pdf

From interpersonal networks to inter-organizational alliances for university–industry collaborations in Japan: the case of the Tokyo Institute of Technology Kyoung-Joo, Lee Department of Management Science, Korea Advanced Institute of Science and Technology, 291 Daehak-ro, Yuseong-gu, Daejeon 305-701, Korea. leekjoo@kaist.ac.kr; leekjoo@ Successful collaborations between university and industry (U–I) promise numerous mutual benefits. In order to realize these benefits, both parties need effective governance mechanisms to overcome organizational and cultural barriers. Until 2004 in Japan, national universities were government organizations, and as such, they were prevented from actively pursuing collaborations with industry. Under this restriction, U–I collaborations were established through informal interpersonal networks. Joint RD projects were inherently small and seldom likely to generate concrete results for industry. After a series of institutional and organizational reforms by the Japanese government, universities and industries adopted a new strategic approach in the early 2000s to form inter-organizational alliances. Based on the case of the Tokyo Institute of Technology, this paper analyzes how the inter-organizational alliances are managed and investigates their impact on joint RD projects, in comparison with the traditional interpersonal networks. Additional research indicates that most national and private universities adopt management schemes similar to those presented in the case study. The findings suggest that inter-organizational U–I alliances, being equipped with contractual arrangements, organizational commitments, specialized coordination, and formal evaluation procedures, enable alliance partners to initiate more explorative research, to org