جستجوی مقالات مرتبط با کلیدواژه « ارتباط صنعت و دانشگاه » در نشریات گروه « علوم تربیتی »

This article aims to redesign parts of the promotion regulations for faculty members in order to strengthen the connection between industry and university.

This research uses design science methodology and within its framework, semi-structured interviews with experts and specialists in designing and focus group in validating of results have been used.

After analyzing different clauses of the regulation and identifying the relationship of these clauses with different types of industry-university communication paths, 11 clauses have been proposed in which more priority and credit have been given to the paths of creating spin-off companies and joint research with industry.
Discussion and

Industry-university communication is one of the recognized policies in the world for benefiting from the synergy between university and industry for economic growth and development. Industry-university communication is influenced by various factors and among them, the role of policy tools in creating industry-university communication is very essential; instruments that create institutional grounds for this communication in the form of laws and regulations have a direct impact on the behavior and decisions of actors involved in this communication. The promotion regulation is one of the effective policy tools that has a direct relationship with faculty members as the main actors of the university sector and with a proper design, it can direct the activities of faculty members towards strengthening industry-university communication. This article, while maintaining the current structure of the regulation, tries to transform this regulation into an effective policy tool for strengthening industry-university communication by proposing some clauses.

Policy makers have always considered developing the relationship between industry and academia due to its positive effects on creating technological, economic, and social developments. The present study investigated the effective components on industry-university relationship through applying structural equation modeling based on quantitative and qualitative methods.  By applying Cochran’s formula, 337 experts out of 1486 study population were selected, including the deans of universities, faculty of the Azad University based in Tehran and heads of industry relations centers. The collected data were analyzed by descriptive and inferential methods using SPSS 16 and Smart PLS software. Three dimensions and their components including individual (intellectual, attitude, skill), organizational (legal and statutory, cultural, managerial), and environmental (industry, infrastructure) were extracted along with 14 components and 55 indicators. To check for the fit of the model, the X2, R and RS were calculated. The presence of low X2 and the ratio of chi-square to the degree of freedom less than three, indicated a good fit of the model. Comparatively, the organizational dimension with %979 operating load claimed the highest priority.

Moving on the path of innovation and entrepreneurship (value-creating) and fulfilling the desired social responsibility is one of the axes of the evolution of universities in recent years, especially in the last two decades. Innovative and value-creating university, for which various definitions have been proposed and various dimensions and criteria have been proposed for its introduction and creation, is one of the new initiatives and ideas for transformation in university systems. Despite identifying and introducing various components and criteria for an innovative and value-creating university, creating this type of university and purposeful and managed movement in the path of innovation and entrepreneurship requires a comprehensive roadmap and a balanced action guide. In order to evolve and achieve a comprehensive model, a guideline framework consisting of eight dimensions, as an action plan and operational model of an innovative and value-creating university by the European Commission and OECD, design and more than 600 universities and higher education institutes in Europe and OECD has evaluated this model. In this paper, through a review of documents, the guide to innovative and value-creating university is introduced as a guide for mainly European programs, for the gradual and systematic transformation of existing universities into innovative and value-creating universities with local considerations. All Iranian universities and higher education institutions with any mission, by learning and adapting actively and productively from this framework and gradually adapting their conditions to its dimensions and criteria, can take fundamental steps in the path of innovation and entrepreneurship and become an innovative and value-creating university in the Relation of Industry and University, Innovative and Entrepreneurial University, Value-creating University, Third Generation University, Guiding Framework for Innovative Higher Education Institute (HEInnovative)true and actual word.

The main objective of this research is to explain the strategic objectives of establishing a quality management system for universities. This research has been conducted within the framework of a qualitative approach. To this end, 27 experts, decision-makers and quality managers were selected through targeted sampling in a systematic way and interviewed by semi-structured method. Data from the interviews are subject to analysis. In order to validate the results of the review approaches by the members, self-review of the researcher and reliability between the two coders were used and the results were adjusted in several stages. The findings indicate that there are two key strategic actions for the initial commitment to establishing a quality management system for academics, namely: efforts to internationalize universities and strengthen the interrelationships between universities and industry

One of the main focuses of Iranian universities and research institutions during the past decade have been conducting research which is counted as one of the main components of development in Iran. Proof of this statement lies in the fact that political leaders and academics have been stressing the rigorous advance and development of science and technology during the past decade. On the other hand, weaknesses and shortcomings in both planning and implementation of targeted scientific research has caused confusion among bodies involved and has faced the country’s prospects of development with serious doubts. The lack of mechanisms for commercialization of research products has created numerous problems for successful implementation of scientific research. In this work, it is suggested that the society put their efforts for the targeted actualization of the road map which is implemented for the recent decade through dialogue and consultation. In this regard, through presentation of documents and statistics and also an analysis of research trends in the past decades, an effort has been made to present a model, albeit rudimentary and incomplete for the present decade. Based on the facts presented in this paper, organization of research depends on the execution of two sets of useful suggestions to be acted upon by universities and the industrial sectors. Providing a mechanism for “commercialization of research achievements” is the essential key for solving current problems and issues.

Solving problematic issues in an effective communication among universities and industries has encouraged researchers to study the problem and develop solutions for it. Presented solutions fall into one of the three approach categories which are pragmatic, organ-based, and nature-based. Since all these approaches are necessary for the flow of knowledge from university to industry, a successful solution must support all three approaches on one hand, and be based on knowledge management solutions on the other hand. In this paper first ten different models of knowledge flow which have been previously developed for communication between university and industry are compared. The comparison of the results show that none of the current knowledge flow models can consider all the approaches. Hence, in this paper, first, a conceptual framework for knowledge flow modeling is presented through which a comprehensive view of knowledge flow modeling can be developed. This model is a six by six matrix. The rows of the matrix are the views of inter-organization, organization, group, role, individual, and machine. The columns are the aspects of why, what, who, how, when and where. Next, using this framework a knowledge flow model for communication between university and industry is designed. This model is based on market knowledge and includes various university and industry organs along with another organ to monitor and support the knowledge flow. In this model twenty seven types of knowledge flow have been clarified, the occurrence of each implies a knowledge transaction. The two sides of the transaction are a seller and a buyer of knowledge package who, depending on the manner by which knowledge flow begins, participate in a tender or an auction.

In this article the essential of collaboration between academia and industries as a basis of economic growth has been emphasized. The role and function of these sectors and also the barrier of this collaboration are briefly described.The combined forces of academia and industry are recognized as driving economic growth. The main hurdles are connected with difficulties in our national strategic planning. In spite of these limitations, it is believed that this collaboration is essential for the benefit of both academia and industries.For attempting to establish collaboration endeavors and facilitate this collaboration a new model is presented.

Nowadays introducing an integrated strategy for achieving multidimensional development objectives of the Islamic Republic of Iran has a great importance. The more overlap on university and industry objectives lead to more cooperative development programs. The world researches have shown that industries have passed four paradigms with support of universities and research centers that are: 1. Productivity, efficiency and effectiveness paradigm 2. Quality paradigm 3. Competition and flexibility paradigm 4. Innovation paradigm ¬The periodic objectives had a great impact on preparing and gathering the “development strategies” for industries and scientific centers. The collaboration between industries and universities create shared goals whose identification them can help to codify the “shared industries and scientific centers collaborative strategies”. ¬This article is delivering a multidimensional strategy for amplifying and enlarging collaboration between industries and universities which can improve the fields of cooperation between them. Problems solving techniques have great impact on passing this periodic phase. Today is proved that problem solving techniques is a basic ability of industry and university managers, which have both technical and managerial aspects. This article also discuses these abilities in more details.