30 GOOD PRACTICECASE STUDIES INUNIVERSITY-BUSINESSCOOPERATIONEUROPEAN COMMISSIONDirectorate-General for Education and CultureDirectorate C: Lifelong learning: higher education and international affairsEuropean Institute of Innovation and Technology; economic partnershipPublic open tender EAC/37/2009:PART OF THE DG EDUCATIONAND CULTURE STUDY ON THECOOPERATION BETWEEN HIGHEREDUCATION INSTITUTIONS ANDPUBLIC AND PRIVATEORGANISATIONS IN EUROPE

CONTENTSCONTENTSINTRODUCTIONScope of reportIntroduction to UBCElements in the UBC EcosystemAIMS & METHODOLOGYIntroductionObjectiveProcess for selectionBasis for selectionCountries considered in the selection of the casesCase study partnersCASE STUDIES5555777788910Case study key insightsClassification of countriesNature of case studyCase study quick-find10121213NORTHERN Europe18EASTERN EUROPE75Case 1: SEA, DenmarkCase 2: ETM, EstoniaCase 3: Demola, FinlandCase 4: REAP, IrelandCase 5: Mobility at UL, LatviaCase 6: CSE, SwedenCase 7: SMIL, SwedenCase 8: SPEED, UKCase 9: IDI/Digital City, UKCase 10: Acua Limited, UKCase 11: GIS, BulgariaCase 12: TTO Pécs, HungaryCase 13: The Science and Economy Project, PolandCase 14: WCTT, PolandCase 15: Q-PlanNet, Romania1 Science-to-Business Marketing Research Centre192530354146525763707680849096

CONTENTSSOUTHERN EUROPE102WESTERN EUROPE132Case 16: MUHC, MaltaCase 17: PNICube, ItalyCase 18: TTO Milano, ItalyCase 19: InnoCash, SpainCase 20: INNOVA, SpainCase 21: INNPACTO, Spain103108113117122127Case 22: Science Fit, AustriaCase 23: FFG, AustriaCase 24: TTI, BelgiumCase 25: Promotech, FranceCase 26: UnternehmerTUM, GermanyCase 27: The Partnering University Approach, GermanyCase 28: Telekom Innovation Laboratories, GermanyCase 29: Minor Entrepreneurship, NetherlandsCase 30: Innovation Focus though Strategic Partnership, Netherlands1331401451501551601671731782 Science-to-Business Marketing Research Centre

ESPEEDS2BMRCTTITTOTUMTU/eUBUBCULUPVUVUBWCTTAdvance Certificate in EducationCracow University of EconomicsChalmers School of EntrepreneurshipEuropean CommissionEuropean Regional Development FundEuropean UnionEuropean University AssociationAustrian Research Promotion AgencyFull Time EquivalentGothenburg International Bioscience Business SchoolHigher Education Funding Council for EnglandHigher Education InstitutionInformation and Communication TechnologyInstitute of Digital InnovationIntellectual PropertyIntellectual Property RightsKnowledge transfer professional (University professional working with business)LifeLong LearningSpanish Ministry of Science and InnovationMünster University of Applied SciencesMalta University Holding CompanyNational Qualifications FrameworkDoctorate of PhilosophyNetwork of Quality Reference Centres RomaniaResearch and developmentSupporting Entrepreneurship programme at Aalborg UniversitySmall and medium companyStudent Placements for Entrepreneurs in EducationScience-to-Business Marketing Research CentreTechnology Transfer InterfaceTechnology Transfer OfficeTechnical University of MunichTechnical University EindhovenUniversity-BusinessUniversity – Business CooperationUniversity of LatviaUniversity of PécsFree University of AmsterdamFree University BrusselsWroclaw Centre for Technology Transfer3 Science-to-Business Marketing Research Centre

30 BEST CASE STUDIES OF GOOD PRACTICE IN THE AREA OF UBC WITHIN EUROPECopyright Science-to-Business Marketing Research CentreEditors:Authors:Contributors:Graphic Design:Todd Davey, Prof. Dr. Thomas Baaken, Michael Deery (Münster University of Applied Sciences, Germany),Victoria Galan Muros (University of Granada, Spain)Todd Davey, Michael Deery (Münster University of Applied Sciences, Germany), Clive Winters (CoventryUniversity, UK), Dr. Peter van der Sijde (Vrije University, The Netherlands), Tomasz Kusio (Cracow Universityof Economics, Poland), Silvia Rodríguez Sedano (RedOTRI, Spain)Arno Meerman, Nisha Korff, Steffi Gosejohann, Thorsten Kliewe (Münster University of Applied Sciences,Germany), Matthew JamesKonrad Geel (KonradBerlin Design)We acknowledge the strategic input, project management and direction given by Peter Baur and associates from DG Educationand Culture.This document has been prepared for the European Commission. However, it reflects the views only of the authors, and theCommission cannot be held responsible for any use which may be made of the information contained therein.4 Science-to-Business Marketing Research Centre

INTRODUCTIONINTRODUCTIONSCOPE OF REPORTThe following report includes 30 cases of European good practice in University-Business Cooperation(UBC). The cases have been researched and selected to show the broad diversity of examples inUBC in a European context covering the breadth of the European Union (EU) (existing, or candidatemembers) and economic community and members of the European Economic Area (EEA). Thecases are relevant for university management and knowledge transfer professionals, all levels ofgovernment responsible for economic development and for business seeking to increase innovationthrough UBC.INTRODUCTION TO UBCUBC is the collaboration of university and business with the support of government for mutual andsocietal benefit. If UBC is understood as transactions between higher education institutions (HEIs)and business for mutual benefit, fostering UBC and extracting its value can help universities to facethe problem of decreasing public funds , help businesses to gain and maintain their competitiveadvantage in today’s dynamic international markets , contribute to the economic development atregional and national level as well as meet the demands of the labour market to provide morerelevant knowledge and skills . In this context, successful UBC creates mutual benefit for all partiesinvolved, and wider, to society.ELEMENTS IN THE UBC ECOSYSTEMTHERE ARE A NUMBER OF ELEMENTS THAT MAKE UP THE UBC ECOSYSTEM INCLUDING:1. University-Business (UB) stakeholders – These include the so-called ‘Triple Helix’: Governments,HEIs and businesses working in a cooperative and mutually beneficial relationship.2. The 4 Pillars of UBC – These embrace the strategies, structures and approaches, activities andframework conditions which can be implemented (action items) in order to directly stimulate UBCor indirectly address influencing factors affecting UBC.3. Influencing factors – These include specific barriers, drivers and situational factors (such as age,gender, years working in the HEI, years working in business, type of HEI, size of HEI and country)that affect or influence the ability of HEIs or academics to undertake and pursue UBC.4. The 8 Types of UBC – These encapsulate the different ways in which HEIs and business can cooperate, including: collaboration in research and development (R&D), mobility of academics, mobility of students, commercialisation of R&D results, curriculum development and delivery, lifelonglearning, entrepreneurship and governance. (2003)Tucker (2002)OECD (2002)Gibb & Hannon (2006), Storm (2008), Razvan & Dainora (2009)5 Science-to-Business Marketing Research Centre

UNIVERSITY-BUSINESS COOPERATIONTHE 8 TYPES OF COOPERATIONRESULTLEVELACTIONLEVELCollaboration in R&D, Mobility of academics, Mobility of studentsComercialisation of R&D results,Curriculum develoment and delivery,Lifelong learning, Entrepeneurship and GovernanceTHE 4 PILLARSStrategies, Structures & Approaches, Activities and Framework ConditionsKEY STAKEHOLDERSHAVINGINFLUENCEHEIs (Academic, Management and KTPs),Government (EU, National, Regional) and BusinessDiagram: The UBC Ecosystem (simplified version)Created during the project by Davey, Galan Muros, Kliewe 2011The following chapter introduces the aims of and methodology for the creation of the case studies.6 Science-to-Business Marketing Research Centre

AIMS &METHODOLOGYAIMS & METHODOLOGYINTRODUCTIONThis chapter introduces the methodology used in selecting the 30 good practice case studies andincludes a description of the case studies’ partners, the process for selection, the basis for selectionand finally the countries considered in the selection of the good practice cases.OBJECTIVEThe primary objective for the creation of 30 UBC case studies was to highlight good practice casesthe principles of which could be clearly explained and had a high degree of transferability orusefulness for adaption in other settings. A further objective was to provide a range of cases withdiffering nature in order to provide key insights for all practitioners in UBC at all stages of UBCdevelopment.PROCESS FOR SELECTIONGood practices in UBC were collected and sourced from all over Europe. In sourcing the casestudies, a number of methods were used including personal interviews, a systematic review ofpreviously documented cases as well as a comprehensive search for prize winners in UBC, conferencepresentations and recognised publications. Following the creation of criteria for the assessmentof case studies, cases were then researched, collected and inputted into a database. This list ofcandidate case studies was then reduced to 50 for consideration by the project’s Technical ExcellenceAdvisory Board. The board then reduced this list of case study candidates to 30, which wassubsequently submitted to the EC for approval. Once the case studies were approved, each partnerhad the task of writing six cases studies within the partner’s region.STEPS1. Creation of an appropriate process and set of criteria for selecting cases by the project’sTechnical Excellence Advisory Board2. Collection of candidates for good practise in European UBC by cases study partners3. From an initial candidate list of over 100 cases, a preliminary elimination of 50 cases wasexecute based upon ineligibility, lack of unique qualities or lack of information4. Assessment of 50 candidate cases by the Technical Excellence Advisory Board using the selectioncriteria to further reduce the list to 30 cases5. Commencement of the process of writing the case studies6. Case studies proofed and approved by HEIs7 Science-to-Business Marketing Research Centre

BASIS FOR SELECTIONThe following are the base of the criteria considered in the selection of the good practice casestudies. A balance in the case studies was sought in order to provide good practice examples in anumber of relevant areas of UBC and for them to be accessible to a range of UBC stakeholders: Nature of good practice: strategy, structure/approach, operational activity and/or frameworkcondition Type of cooperation: collaboration in R&D, mobility of academics, mobility of students, commercialisation of R&D results, curriculum development and delivery, lifelong learning, entrepreneurship and/ or governance Stage of development of the case: starting out in UBC, developing UBC example or highly developed UBC example Region: Northern, Eastern, Southern, or Western EuropeCOUNTRIES CONSIDERED IN THE SELECTION OF THE CASESCountries that were considered for case study selection were current or candidate members of the EUor those committed to the EU economy and regulations as member of the European Economic Area(EEA). The countries include: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark,Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Liechtenstein,Lithuania, Luxemburg, Macedonia, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia,Slovenia, Spain, Sweden, Turkey and United KingdomPARTICIPATING COUNTRIESCountries that are existing, orcandidate members, of the EuropeanUinion or are partly committed to theEU economy and regulations asmember of the European EconomicArea (EEA) were targets of the study.INVOLVED IN STUDY8 Science-to-Business Marketing Research Centre

CASE STUDY PARTNERSThe 30 good practice case studies were prepared by the Science-to-Business Marketing ResearchCentre (S2BMRC) in Germany and four partners, each based in one of four European regions(Northern, Eastern, Southern and Western Europe). The four partners involved in creating the casesstudies ter University of AppliedSciencesGERMANYAll EuropeCoventry UniversityUNITEDKINGDOMNorthern EuropeCracow University of EconomicsPOLANDEastern EuropeSpanish Network of UniversityKnowledge Transfer Offices (RedOTRI)SPAINSouthern EuropeVrije UniversityTHE NETHERLANDSWestern Europe9 Science-to-Business Marketing Research Centre

CASE STUDIESCASE STUDIESCASE STUDY KEY INSIGHTSSome of the key insights from the case studies are summarised as follows:.INSIGHT 1THE TYPE AND METHOD OF COOPERATION NEEDS TO FIT TO REGIONALCHARACTERISTICS TO MAXIMISE ITS SUCCESSTwo very important themes ran through the cases:1. Fitting to the region’s strengths: policy and direction to foster UBC, whether it bein terms of strategies, structures / approaches, activities or framework conditions,needs to fit the unique strengths of the region, the HEIs and the local institutions.2. Fitting to the region’s environmental framework and regional limitations: also tobe observed are the obvious barriers that exist in the region, including the legaland funding frameworksFor further information, the cases studies that illustrate this point include: Case 1 - Entrepreneurship at Aalborg University, Case 6 - ChalmersSchool of Entrepreneurship (CSE), Case 27 - The ‘partnering university’ approach,Case - 30 Innovation focus through strategic partnerships.INSIGHT 2MULTIPLE UBC ACTORS NEED TO COME TOGETHER IN ORDER TO TRULY DELIVER NEWAND SUSTAINABLE VALUE TO A REGIONThere were few cases where the HEI had worked alone to create their area ofcompetence; in general they worked closely with regional development agencies,business, business groups, government organisation and other HEIs.For further information, the cases studies that illustrate this point include

3. From an initial candidate list of over 100 cases, a preliminary elimination of 50 cases was execute based upon ineligibility, lack of unique qualities or lack of information 4. Assessment of 50 candidate cases by the Technical Excellence Advisory Board using the selection criteria to further reduce the list to 30 cases 6. Case studies proofed and approved by HEIs