Titlebook: Cooperative Research Centers and Technical Innovation; Government Policies, Craig Boardman,Denis O. Gray,Drew Rivers Book 2013 Springer Sci

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The New Science and Engineering Management: Cooperative Research Centers as Intermediary Organizatiomic development including technology transfer offices, research parks, technology incubators, industry consortia, and what we broadly refer to as cooperative research centers or “CRCs”—which promote collaborative, cross-sector research and development for technological innovation, commercialization

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Why Do Firms Join Cooperative Research Centers? An Empirical Examination of Firm, Industry, and Enviariate binomial probit analysis. Results showed that industry competitiveness, technological opportunities and the production of complementary innovations are all positively related to propensity to join a center. Slack resources are related to joining propensity in a non-linear fashion. For a compl

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Does Industry Benefit from Cooperative Research Centers More Than Other Stakeholders? An Exploratoryacity towards dealing with complex societal problems through boundary-spanning collaboration. For complementary examinations, see the chapters on the challenges to evaluating government cooperative research centers programs by Irwin Feller and colleagues and by David Roessner and colleagues.

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Cooperative Research Centers and Faculty Satisfaction: Multi-level Predictive Analysissearch funding), center (primary discipline), and individual level (faculty benefits and symmetry with industry). Qualitative analysis of respondent concerns highlighted some promising new predictors. Implications for future research and policy are discussed. For a complementary examination of facul

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Leadership Relationships Between Center Directors and University Administrators in Cooperative Researators reported satisfaction with and commitment to the Industry/University Cooperative Research Center that reported to them. The authors discuss the manner in which leadership relationships and cooperative research center performance mutually reinforce each other at different levels of analysis an

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Cooperative Research Centers as Small Business: Uncovering the Marketing and Recruiting Practices ofative research centers can be characterized as small businesses. Marketing practices tend to be informal and interactive, relying heavily on networking and relationship building to secure new members. More traditional, transaction-oriented marketing practices are less often utilized, though data sug

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Assessing Leadership Performance in University-Based Cooperative Research Centers: Evidence from Fouas assessed with the Five Factor Model of personality. Results are discussed in terms of their implications for knowledge of leadership processes within URCs, selection and development of center directors, and for future research efforts. For complementary examinations, see the chapters by Rivers an

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The Challenges of Evaluating Multipurpose Cooperative Research Centersents abroad. The third also is a general topic but the special focus in this chapter is on technical issues that arise in comparing output from centers and individual investigator awards. For a complementary examination, see the chapter contribution on challenges in evaluating the economic impacts o

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Estimating the Regional and National Economic Impact of Engineering-Focused Cooperative Research Cenhe most conscientious and costly data collection efforts would be unlikely to yield comparable data across centers because the accessibility of key data, especially proprietary data, will differ unpredictably from center to center. Further, focusing on narrowly-conceived, quantifiable economic data