Engaging in collaborative R&D : an international case study of cross-sector collaboration

This paper examines cross-sector engagement by drawing on a case study of a successful R&D project which involved an Australian Cooperative Research Centre (with CSIRO as a partner), and the eyecare products company Ciba Vision. This project resulted in the market launch of an extended wear contact lens, a break-through product. The engagement process moved through two phases. In an initiation phase, partner reputation and the potential for complementary resources were important in the partnering decision. In an engagement phase, the partners built a relationship and focused on the tasks to be completed. In doing so, they made a number of credible commitments to the venture (most notably to jointly assign project intellectual property between the public and private sector partners), developed a trusting relationship, adopted a disciplined and effective project management approach, learned the capability for cross-sector collaboration management, and put much effort into fostering communication to facilitate team building and the task focus. The management approach taken lead to a positive experience of the project among the partners, and this was positively associated with tangible project outcomes. Such collaborations may persist across projects, but in a disengagement phase negotiations on the conditions of exit may be required. It is concluded that to build a successful cross-sector collaboration requires interpersonal engagement within and across the organizations involved.

Bringing innovation to centre stage : the rhetoric of commercialisation and cross-sector collaboration

As a key element in Australia's national innovation system, public sector organizations, such as universities and public-funded research agencies, have increasingly become involved in R&D collaborations with firms. Government policy has encouraged this cross-sector collaboration, and in the most recent policy "act" has focused on the commercialisation of research findings (through which R&D outputs are translated into marketable commodities) and has encouraged public sector organizations to become more directly involved in this activity. But while the policy rhetoric has contributed to a discourse of marketization, through which cultural change in the research performing organizations is both promoted and legitimised, there are other voices in the unfolding policy drama which point to the complex and multifaceted nature of commercialisation in national economies. These countervailing voices emphasise the multiple roles that public sector organizations play in national innovation systems, and this introduces organizational role ambiguity into the discourse leading to confusion among the research performing actors. It is concluded that, given the complex and subtle nature of innovation processes, the traditional dichotomy between applied (or commercially-focused) research and "public good" research is no longer tenable nor helpful in the policy debates.

Definitions of fit and misfit in Northern Europe : insights from a cross-national research collaboration

This paper addresses the well-established definitional issues in the organisational fit and misfit literatures. In particular, it reflects upon the poorly defined nature of the terms ‘fit’ and ‘misfit’ and the way they are used by researchers across languages and national borders. During a scholarly visit of the second author to the first author’s laboratory, it quickly became apparent that their understanding of the two terms was subtly different. These differences are discussed and implications developed. The paper ends with suggestions for how these differences might be systematically studied.

Achieving effective cross-sector R&D collaboration : a proposed management framework

Cross‐sector R&D collaboration, as exemplified by the Australian Cooperative Research Centre Program, is increasing in incidence due to government policies and corporate practices. While the benefits of such collaborations are widely promoted, the resulting relationships (typically involving companies, universities and public sector research agencies) can be difficult to manage so as to achieve beneficial outcomes for all partners. A management framework for establishing these collaborations is proposed. This framework is based on four tensions in cross‐sector collaborations, and it takes the perspective that knowledge created for mutual benefit is the common focus of these ventures.

Technical features of BIM servers for collaboration on building and construction projects

This paper reviews the technical features and requirements of Building Information Modelling (BIM)-servers as collaboration platforms for multi-disciplinary building and construction projects. Multi-disciplinary collaboration is the norm in the Architecture, Engineering, and Construction (AEC) industries, especially in complex projects. The widespread adoption of object-oriented Computer-aided Design (CAD) tools that support BIM capabilities has generated greater interest in model based exchange of information across disciplines and consultants who have traditionally collaborated through the frequent exchange of 2D drawings and documents. BIM-servers are collaboration platforms that are expected to provide the technical capability to support this inter-disciplinary exchange of 3D models in addition to intelligent management of the related drawings, documents and other forms of data. Since BIM-servers are a recent technical development a review of their technical features can help further development. This paper serves this objective by providing a review of the technical features and requirements for using BIM-servers as multi-disciplinary collaboration platforms on building and construction projects. The methodologies include focus group interviews (FIGs) with representatives from the diverse AEC disciplines, a case study on a state-of-the-art BIM-server, and a critical review and analysis of current collaboration platforms that are available to the AEC industries. This paper concludes that greater emphasis should be placed on supporting technical requirements to facilitate technology management and implementation across disciplines. Their implications for user-centric technology development in design and construction industry are also discussed.

When is collaboration not collaboration? When it's militarized

In adopting the medical lobby’s preferred definition of collaboration where midwives are legally compelled to seek endorsement for their care plan from an obstetrician, Determination 2010 connotes a form of militarized collaboration and thus negates all that genuine collaboration stands for–—equality, mutual trust and reciprocal respect. Using Critical Discourse Analysis, the first half of this paper analyses the submissions from medical, midwifery and consumer peak organisations to the Maternity Services Review and Senate reviews held between 2008 and 2010 showing that Determination 2010 privileges the medical lobby worldview in adopting a vertical definition of collaboration. The second half of the paper responds to the principal assumption of Determination 2010–—that midwives do not voluntarily collaborate. It argues by reference to a qualitative inquiry conducted into select caseload maternity units in South Australia, Victoria and New South Wales during 2009—2010 that this presupposition is erroneous. The evidence shows that genuine collaboration is possible without legislative force but it requires a coalition of the willing among senior midwives and obstetricians to institute regular interdisciplinary meetings and clinical reviews and to model respectful behaviour to new entrants.

Parallel TAFE and higher education studies in construction management : from collaboration to dual qualifications.

Collaboration between TAFE (vocational colleges) and universities in Australia in construction management has been problematic, with exchanges between the two sectors limited to linear articulation and prescribed credit transfer. Articulation pathways have traditionally been viewed as the poor relation of university entry. In 2005, the first pilot project in dual sector construction education was conducted at RMIT University in Melbourne. Higher education students completed electives in practical units within the TAFE sector. Due to the overwhelming success of the project, practical electives were firmly embedded in the construction management programme in 2007 and this paper reports on the third, final phase of the project in 2009 which has seen construction management students graduate with a dual qualification – both a TAFE qualification and a Higher Education degree. The case studies of this final phase reveal that students and industry want the benefits of a practical qualification. The data raises critical questions about education pathways and suggests long-term implications for construction and dual sector education in Australia.