Governance mode choice in collaborative Ph.D. projects

Negin Salimi (), Rudi Bekkers () and Koen Frenken

The Journal of Technology Transfer, 2015, vol. 40, issue 5, 840-858

Abstract: Joint Ph.D. projects are a prominent form of research collaboration, connecting universities to firms and public research organizations. When entering into such collaborations, partners need to make choices regarding a project’s governance. This paper investigates how a university and its partners govern such projects, including decision-making, daily management and disclosure policies. Earlier studies show that shared governance modes have had a higher success rate than centralized governance modes. Nevertheless, more than two thirds of the 191 joint Ph.D. projects we investigated opted for centralized rather than shared governance. Our findings show that: (1) geographical and/or cognitive distance render the adoption of a shared governance mode less likely; (2) the partner controlling critical resources tends to centralize governance, and (3) partnering firms are more likely to put restrictions on publication output than public research organizations. We therefore recommend that universities and their partners take these aspects into account when selecting such projects. Copyright Springer Science+Business Media New York 2015

Keywords: University–industry collaboration; Collaborative Ph.D. project; Shared governance; Centralized governance; Proximity; Resource imbalances; Publication disclosure; D22; D23; D74; G34; L24; L33; O31; O32; O34 (search for similar items in EconPapers)
Date: 2015
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Citations: View citations in EconPapers (6)

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Working Paper: Governance Mode Choice in Collaborative PhD Projects (2013)
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DOI: 10.1007/s10961-014-9368-5

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