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Danish University Colleges

Benchmarking the Collaboration Models

A research report about different collaboration models between RDIs, SMEs and OIs Jensen, Lisbeth; Holm, Stine; Nielsen, Trine Mønsted

Publication date:

2020

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Også kaldet Forlagets PDF Link to publication

Citation for pulished version (APA):

Jensen, L., Holm, S., (TRANS.), & Nielsen, T. M. (red.) (2020). Benchmarking the Collaboration Models: A research report about different collaboration models between RDIs, SMEs and OIs. VIA University College.

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VIA University College

Benchmarking Collaboration Models

A research report about different collaboration models between RDIs, SMEs and IOs

Lisbeth Jensen (LJEN), Stine Holm (STHO), Trine M. Nielsen (TRNI) | VIA

26 June 2020

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1 ECOLABNET

Network of service providers for eco-innovations in manufacturing SMEs

Project number #R077

The ECOLABNET project is funded by EU Interreg Baltic Sea Region program, European Regional Development Fund. The project is implemented between 1.1.2019–30.6.2021. You can find more information about the project on the project website ECOLABNET.org.

Published by

ECOLABNET project VIA University College

VIA Storytelling, Design and Business Chr. M. Østergaards Vej 4

DK-8700 Horsens

Research / development team

Lisbeth Jensen

Trine M. Nielsen

and Stine Holm as co-writer

Published: 26 June 2020, Horsens, Denmark Copyright © Publisher and writers

Layout and graphics: VIA University College, VIA Storytelling, Design and Business, Horsens

This publication has been produced with the financial assistance of the European Union. The content of this publication is the sole

responsibility of the publisher and under no circumstances can be regarded as reflecting the position of the European Union. The content of this publication reflects the authors’ views.The Investitionsbank Schleswig-Holstein is not liable for any use that may be made of the information contained herein.

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Content

Introduction... 3

The research phase for Collaboration Models ... 4

Literature research ... 6

Contributions and barriers ... 6

Benchmarking other collaboration models + Interviewing ... 8

Narrowing it down… ... 10

The circle of ECOLABNET input ... 12

Bibliography ... 16

Illustrations

Illustration 1: Overall benchmarking process of Collaboration Models Illustration 2: Outcome of literature research

Illustration 3: Different constellations of Collaborations Models

Illustration 4: Inspired by Business Model Canvas and ECOLABNETs value proposition Illustration 5: First version of the sketch

Illustration 6: The circle for ECOLABNET input

Illustration 7: The total circle for ECOLABNET with partner input

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Introduction

How different types of organizations collaborate in a meaningful way to create value for all parties is a well-known challenge.

In this case, the collaboration is about getting research and the newest knowledge from RDIs to manufacturing SMEs supporting their eco-innovation. The SMEs receive assistance from IOs, which are an important part of the process. When it comes to collaboration between these three different organizations, the topic could be anything.

What is important is that the collaboration is relevant and beneficial for the SMEs - and similarly, that it contributes to the RDIs’ understanding of businesses and markets as well as the consultative role of the IOs.

This report sum-up the main conclusions from a research done on different collaboration models and a benchmark between them. This is in order to create the main external collaboration model for ECOLABNET.

The report is created around a series of illustrations. It is recommended that the reading is done with the explanatory text to the left and the illustration to the right.

RDI = Research and Development Institutions (= Universities) SME = Small and Medium-sized Enterprises

IO = Intermediary Organisations

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The research phase for Collaboration Models

The first step of the process was reading articles and online sources to make a general description of the

collaboration between companies, intermediary organisations and universities. To find out what leads to good results in collaborations, we looked for possible barriers and benefits. We explored different perspectives and identified possible challenges in collaboration.

Different constellations of collaboration were found when reading the different types of text. Some collaborations are based on pure knowledge-sharing for the benefit of a better knowledge outcome, some on business-deal collaboration where companies develop in collaboration with researchers.

In some collaborations, students contribute and create value for the companies by bringing in new knowledge and for themselves by learning from the process. Some collaborations are established when researchers or professors are hired to solve a specific problem for a company, they can also choose to involve their students in the

collaboration. Most examples were based on two-part collaboration, but many of the same benefits and challenges can be found in these examples.

The triangle collaboration between intermediary organisations, companies and universities are more complex because of the different expectations for the outcome of the collaboration. The reasons for participating in the collaboration can also be different, which can make the collaboration more complex. It made sense to look at some known examples of triangle collaborations and describe the benefits and challenges for each part of the collaboration, as well as the difficulties the partners faced when juggling their regular work along with the

collaboration project.

What drives the projects? Who gets the idea for at collaboration project? Who takes the initiative to start the project? The triangle collaboration is mainly based on known examples of working in this structure, on experience working in the triangle structure, or on interviews with persons working in this structure.

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5 Illustration 1: Overall benchmarking process of Collaboration Models

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6

Literature research

The outcome of the literature research was also the vocabulary of how to describe benefits and challenges, and that brought us to a long list of benefits for each part, as well as challenges and difficulties in what can go wrong in collaborations on each side.

An overview of the common features is dominant in multiple articles. The primary focus is on how the SMEs and the universities each contribute to the collaboration, what they need and which barriers and challenges they face.

More often than not, the communication approach is easier in the flat organization structure of the companies than the typically more bureaucratic structure of the universities.

Contributions and barriers

The companies contribute with a strong focus on results based on wanting to create economic growth.

Furthermore, they can provide specialized machinery and test facilities. They have knowledge about the sector and about their own products, materials, processes and services. The barriers of the companies are, among others, availability. Availability can be an issue, especially in peak periods. Furthermore, management might not want to commit to the project, they can be reluctant to share knowledge, etc.

The universities contribute with academic knowledge, focus on research which can result in e.g. a formalized research report. The universities also have easy access to students who can complete projects with the support of the professors. The main barrier for the universities is the structure of the semesters. The semesters can constitute a barrier because it might collide with the schedule of the companies and intermediaries.

The intermediary organizations contribute with a network of members and they often have access to a

communication channel to this network. Funding can be a barrier for the intermediaries as it is often tied to a formal project application.

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7 Illustration 2: Outcome of literature research

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8

Benchmarking other collaboration models + Interviewing

The 3-part collaboration focused more on how to get the collaboration started, making a smooth operation and process, implementing results and finishing the collaboration with benefits for all 3 partner perspectives.

Experience from previous and existing collaboration between SMEs, intermediary organizations and universities has been used to pinpoint what makes the collaboration work for each type of partner.

Lifestyle & Design Cluster is for example an independent knowledge center. They are responsible for the project management and steering of various projects in the cluster. They are seeking funds for sub-projects. They

coordinate between the partners at the start of the projects and every six months, and they collect status reports from the partners.

Companies, universities and other knowledge institutions and consultants contribute to the projects with their

different competences. The funding for the projects is a combination of external funding and contributions from the partners. The overall administration from Lifestyle & Design Cluster ensures both a continuous fundraising, a stable and structured project management and completion of subsequent knowledge sharing events and marketing.

There is a permanent staff running the cluster. The partners of the consortium have the option to meet several times per year to develop ideas or to present results.

EGN is a network for corporate managers. Through EGN, the managers can form experience groups within different themes, they can also attend conferences and development meetings. The member companies pay a member's fee, and EGN administers the activities.

The latest initiative by EGN is the establishment of a junior-member's group of students, “EGN Next”. The students can participate in the development meetings and other activities. The students’ membership fees are paid by the companies who can cooperate with the students by taking them on as interns, and/or cooperate with them on their final thesis.

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9

Illustration 3: Different constellations of Collaborations Models

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Narrowing it down…

All the inputs from the research was condensed and provided a platform for a beginning development of an external collaboration model for ECOLABNET.

Our team now focused on how ECOLABNET should be able to bring value into the collaboration between all partners. In a working step the inspiration came from the Business Model Canvas as illustration 4 below indicates.

Based on the input from the literature, we came up with the circle to illustrate the connection between the 3-part collaboration. We were looking for the link between the partners, how do they typically work together and what relation do they build?

The three areas where we needed more specific input from the ECOLABNET partners, were “What each partner need”, “What each partner contribute with” (in future collaboration) and “What ECOLABNET should bring to the collaboration”. We wanted to see if there was some coherence between the wishes and the expectations.

Illustration 4: Inspired by Business Model Canvas and ECOLABNETs value proposition

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11 Illustration 5: First version of the sketch

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The circle of ECOLABNET input

The research was compared and structured in the different elements of benefits, difficulties and pros & cons of collaboration. This provided perspective on what the three types of partners, intermediaries, companies and

universities, each need, contribute with and finally what ECOLABNET can bring to the partnership. The circle around ECOLABNET is meant to illustrate that each partner in the collaboration is equal. This suggestion is based on our research and experience. However, the illustration can be changed or modified if we come up with a better type of illustration later.

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13 Illustration 6: The circle for ECOLABNET input

This circle was used on the partner meeting in Poland 2019. The ECOLABNET partners gave their inputs on the elements in the circle. The outcome of the partner meeting is illustrated in a final circle….

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14 Illustration 7: The total circle for ECOLABNET with partner input

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15 When researching how an ECOLABNET external collaboration model should be presented, it became clear that there are different expectations for such a model. We chose to present our findings at the partner meeting in Poland in the fall of 2019. We carried out a workshop with an empty model of the bindings that exist between the actors of ECOLABNET. The partners were asked to fill out the model with their priorities and expectations to the relations in teams. This approach made it much more clear what expectations each partner had to the future collaboration in ECOLABNET. It also created some good discussions. The collected text input can be seen in illustration 7.

An outline begins to emerge. The creation of the ECOLABNET model for external collaboration will enter its next phase. It is still a challenge to optimize the collaboration between different organizations – and making it work long term. A clear illustration of this complex type of network should serve as a guide for SME, RDI and IO actors in

practical collaboration.

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16

Bibliography

DI, 2018. Danmark tilbage på videnssporet IV, København: Dansk Industri.

Lifestyle&DesignCluster, 2020. Lifestyle&DesignCluster. [Online]

Available at: https://ldcluster.com/

[Senest hentet eller vist den maj 2020].

Pecas, P. H. E., 2006. Best prctices of collaboration between university and industrial SMEs. Benchmarking: An International Journal, january, pp. 54-67.

Rosli, A., de Silva, M., Rossi, F. & Yip, N., 2018. The long-term impact of engaged scholarship: How do SMEs capitalise on their

engagement with academics to explore new opportunities?. International Small Business Journal: Researching Entrepreneurship, Vol. 36, pp. 400-428.

Rybnicek, R. K. R., 2018. What makes industry-university collaboration succeed? A systematic review of the literature. Journal of Business Economics, 12 september, pp. 221-244.

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