Purpose: Technology transfer (TT) in industry to university collaboration (UIC) literature focuses primarily on a macro view within an SME environment. While these discussions are important to establish the significance of encouraging UIC’s as the value is important to both parties, there is a need for further research at a micro level to help understand key approaches to ensuring the success of the TT. By looking at how value created from TT for a multi-national corporation (MNC) with a project based within a single subsidiary, this research effectively looks at the issue from both a SME level (the subsidiary independently) and a MNC level. Design/Methodology/Approach: The research uses a longitudinal knowledge transfer partnership and action research to form a case study of Parker Hannifin’s Gas Separation and Filtration Europe, Middle East and Africa (GSFE) division. Findings: The research highlights the key areas to focus on in ensuring a successful TT within an UIC such as: once identifying the gap that a UIC is filling in the company, identifying internal barriers before the project starts; education of why change is necessary and then using knowledge experts to educate on the new processes being introduced and finally; incorporation of a full range of personnel, not just those directly involved in the day-to-day of the UIC. Research limitations/implications: As a case study, further research is required to make the results more generalisable. One way to do this would be to evaluate previous successful and unsuccessful UIC's and determine if the success criteria identified were present in these programmes. Practical implications: There are three critical points that can be taken away from this research and applied to any company looking to use UIC for TT and value co-creation. Education, external knowledge experts and business wide inclusion were highlighted in the findings as being potentially critical turning points and need to be addressed for successful TT. Social implications: Successful UIC’s further encourage investment in such programmes which has greater societal benefits. Not only can we see greater leaps in industry through better, more specific knowledge being transferred from the university, the industry knowledge fed into universities helps to guide research and teachings. Originality/value: The micro level view created by action research based from the industry partner perspective adds another level of importance as the ‘how’ for overcoming barriers is clearly addressed. Furthermore, the research looks at how a multi-national corporation can have value added through UIC's within subsidiaries which often is not addressed in the literature.

中文翻译：

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在跨国公司中通过产学合作共同创造知识的微观视角

目的：工业到大学合作（UIC）文献中的技术转让（TT）主要侧重于SME环境中的宏观观点。虽然这些讨论对于确立鼓励UIC的重要性非常重要，因为其价值对双方都很重要，但仍需要在微观层面进行进一步研究，以帮助理解确保TT成功的关键方法。通过研究TT如何为跨国公司（MNC）在单个子公司内进行项目创造的价值，该研究有效地从SME级别（独立于子公司）和MNC级别看了问题。设计/方法/方法：该研究采用纵向知识转移合作伙伴关系和行动研究，形成了Parker Hannifin的《欧洲气体分离和过滤》的案例研究，中东和非洲（GSFE）部门。结论：研究重点突出了确保UIC内部成功进行TT的关键领域，例如：一旦确定UIC填补公司的空白，在项目开始之前确定内部障碍；教育为什么需要更改，然后使用知识专家对正在引入的新过程进行教育，最后进行教育；包括各种人员，而不仅仅是直接参与UIC日常工作的人员。研究的局限性/意义：作为一个案例研究，需要进一步的研究以使结果更具有通用性。一种方法是评估以前成功和失败的UIC，并确定这些程序中是否存在确定的成功标准。实际影响：这项研究可以消除三个关键点，并将其应用于希望使用UIC进行TT和价值共创的任何公司。研究结果强调了教育，外部知识专家和广泛的业务包容性，它们是潜在的关键转折点，需要为成功的TT解决。社会影响：成功的UIC进一步鼓励对具有更大社会效益的此类计划进行投资。通过从大学转移更好，更具体的知识，我们不仅可以看到行业的更大飞跃，而且将大学所学的行业知识也有助于指导研究和教学。创意/价值：行动研究从行业合作伙伴的角度出发创建的微观视角增加了另一层次的重要性，因为明确解决了克服障碍的“方法”。此外，研究着眼于跨国公司如何通过子公司内部的UIC增值，而文献中通常没有提到。