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Is effective engagement with small enterprise taking place in Irish institutes of higher education in light of the Hunt Report imperatives - Ecosystem model approachTRANSCRIPT
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National Strategy for Higher Education Is Effective Enterprise Engagement
Occurring at the Institute of Art, Design and Technology (IADT), Dun Laoghaire?
Eoin Killian Costello
Student Number: B00570977
2011
Dissertation submitted in partial fulfillment of the requirements
for the degree of Masters in Business Development and Innovation
Supervisor: Professor Audrey Gilmore
Department of Marketing, Entrepreneurship and Strategy
Ulster Business School
University of Ulster
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Table of Contents
Table of contents........ II
List of Tables............ VI
List of Figures........... VII
Acknowledgements. VIII
Abbreviations........... IX
Declaration of Access to Contents.. X
Abstract..................... XI
Chapter Page
1.0 INTRODUCTION. 1
1.1 Introduction.................. 1
1.2 The Changing Role of Institutes of Higher Education in Ireland.. 5
1.3 Small and Medium Sized Enterprises the Innovation Interface with HEIs. 6
1.4 Rationale for the Research ............ 7
1.5 Aims and Objectives of the Research 7
8
1.7 Research Outcomes Outline. 9
1.8 Conclusion.............. 10
2.0 LITERATURE REVIEW ........... 11
2.1 Introduction.............. 11
2.2 Review of Foundation Literature ........ 12
2.2.1 The Irish Higher Education Sector..................... 12
2.2.2 The Changing Role of the Sector............... 13
2.2.3 Small & Medium Sized Enterprises............................................................................... 16
2.3 Review of Core Literature 18
2.3.1 What constitutes effective engagement at the innovation interface
between HEIs and Enterprise?.........................................................................................................
18
1.6 The Structure of the Research.....
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2.3.2 Defining what is meant by Effective Enterprise Engagement.. 21
2.3.3 Obstacles to effective enterprise engagement............................................................... 24
2.4 Identification of Need for Empirical Research. 28
2.5 Identification of the Objectives of this Study..... 29
2.6 Conclusion.............. 30
3.0 METHODLOGY................. 32
3.1 Introduction............ 32
3.2 What is Research?............................................................................................
3.3 The Research Strategy - Justification for the Research Philosophy, Approach
and Method................................................................................................
33
3.3.1 Research Approach Deduction and Induction. 35
3.3.2 Research Methods 36
3.3.3 Research Strategies.. 36
3.3.4 Tine Horizon. 37
3.4 Research Procedures Employed in this Study....... 37
3.4.1 Data Collection Techniques. 38
3.4.2 Selection of Case Study Organisation.. 39
3.4.3 Selecting the Sample Populations at the Case Study Institute for
Interview..
40
3.4.4 Selecting Interview Respondents for this Study............................................................. 43
3.4.5 Research Technique Interview Strategy Adopted for the Research 45
3.4.6 Secondary Research Methods Employed in this Study 46
3.5 Research Analysis............. 47
3.5.1 Coding of Interview Transcripts... 47
3.6 Limitations ............................................................................ 49
3.6.1 Validity and Reliability of the Research.. 50
3.7 Conclusion........... 52
4.0 FINDINGS AND ANALYSIS.......... 53
4.1 Introduction.......... 53
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4.2 Analysis Explained. 53
4.3 Profile of the Respondents.......... 54
4.4 Findings and Analysis in respect of Research Question 1. 55
4.4.1 Coding Guide and Transcript Analysis for Research Question 1 56
4.4.2 Content Analysis. 56
4.4.2.1 Networking. 57
4.4.2.2 Growth Resources 59
4.4.2.3 Professional Collaborative Services.. 60
4.4.3 Analysis and Conclusion. 62
4.5 Findings and Analysis in respect of Research Question 2 65
4.5.1 Coding Guide and Transcript Analysis for Research Question 2... 65
4.5.2 Content Analysis 65
4.5.1.1 Misalignment 66
4.5.1.2 Culture Gap 68
4.5.1.3 Disconnect. 70
4.5.1.4 Collaborative Commercial Research 72
4.5.1.5 Competition or Restriction by Competitor . . 75
4.5.2 Analysis and Conclusion 75
4.6 Findings and Analysis in respect of Research Question 3.. 78
4.6.1 Coding Guide and Transcript Analysis for Research Question 3.. 78
4.6.2 Content Analysis. 79
4.6.2.1 Individual initiative.. 79
4.6.2.2 System. 80
4.6.2.3 Structure.. 82
4.6.3 Analysis and Conclusion 83
4.7 Findings and Analysis in respect of Research Question 4... 86
4.7.1 Coding Guide and Transcript Analysis for Research Question 4 86
4.7.2 Content Analysis. 87
4.7.2.1 Positively Disposed 87
4.7.2.2 Enabling Requirements. 88
4.7.2.3 Benefits Sought. 90
4.7.3 Analysis and Conclusion.. 91
4.8 Summary of Findings and Conclusion.. 94
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4.0 CONCLUSION. 98
5.1 Introduction....... 98
5.1.1 Outline solution to research problem, aim & objectives.. 98
5.2 Conclusion 1 and Recommendations 99
5.2.1 Recommendations 100
5.3 Conclusion 2 and Recommendations 101
5.3.1 Recommendations 101
5.4 Conclusion 3 and Recommendations 102
5.4.1 Recommendations.. 103
5.5 Conclusion 4 and Recommendations. 104
5.5.1 Recommendations 104
5.6 Implications for Theory/Policy/Practice 105
5.7 Limitations and Future Study. 106
5.8 Conclusion.. 107
APPENDICES ................ 108
References........................ 108
Appendix 1 Definition of Terms. 118
Appendix 1 Interview Questions......... 120
Appendix 2 Interview invitation issued to respondents.. 121
Appendix 3 Sample coded interview transcript.. 123
Appendix 4 Letter of introduction from President of IADT.. 126
Appendix 5 Identifying sample intrinsically motivating enterprise engagements
for testing. 127
Appendix 6 Coding Guide and Transcript Analysis framework for Key Issue 1 131
Appendix 7 Coding Guide and Transcript Analysis framework for Key Issue 2 135
Appendix 8 Coding Guide and Transcript Analysis framework for Key Issue 3.. 138
Appendix 9 Coding Guide and Transcript Analysis framework for Key Issue 4.. 140
Appendix 10 The Strategic Approach to the Choices facing IADT....... 142
Appendix 11 Analysis of Income for IADT in 2010. 146
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List of Tables
Table Page
1. Profile of interview respondents .. 43
2. Current activity levels for Innovation Voucher activity at IADT..................................... 61
3. Analysis of Innovation Vouchers processed by Knowledge Providers in Ireland. 74
4. Sample Activities for enterprise in the IADT literature..................................................... 126
5. Research Question 1 coding analysis framework............................................................. 130
6. Research Question 1 content analysis............................................................................... 132
7. Research Question 2 coding analysis framework............................................................. 134
8. Research Question 2 content analysis............................................................................... 136
9. Research Question 3 coding analysis framework............................................................. 137
10. Research Question 3 content analysis............................................................................... 138
11. Research Question 4 coding analysis framework............................................................. 139
12. Research Question 4 content analysis............................................................................... 140
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List of Figures
Figure Page
1. The Expansion of the University Mission....................................................... 14
2. The revenue portfolio for UK universities..................................................... 15
3. The emerging new economics of Higher Education 19
4. Components of the Innovation & Knowledge Ecosystem Model 42
5. The process whereby IADT may achieve successful alignment of its
Specialist Industry Expertise specialisations................................................... 142
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Acknowledgements
There are many people to whom I owe thanks for supporting me in a personal and
professional capacity during the completion of this dissertation:-
My supervisor Professor Audrey Gilmore for her helpful comments and advice. My course
director Dr. Adele Dunn who posed the challenge which ultimately provided me with the
subject for this dissertation. Gerard McFall at University of Ulster was a constant help with
literature.
The President at IADT, Dr. Annie Doona, for allowing me the opportunity to use the subject
of my dissertation to be of service to IADT. I am also very grateful to the Presidents office
assistants, Elizabeth Stunnell and Elaine Dominguez.
I am also grateful to Marian OSullivan, Muiris OConnor, Richard Thorn, Jim Devine and
Claire McBride for their help and advice.
The interview participants were extremely generous with their time and suggestions.
My partner Ania was a great help to me with the structure of my dissertation, I am deeply
grateful to her.
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Abbreviations
HETAC Higher Education and Training Awards Council
HEIs Higher Education Institutions
HEA Higher Education Authority
IADT Staff Member of Academic/Management staff sample population
IADT Institute of Art, Design and Technology, Dun Laoghaire
IC Incubation Centre called the Media Cube at IADT
Incubator Incubation Centre enterprise owners sample population
IoTs Institutes of Technology
IP Intellectual Property
K&EI Model Knowledge and Innovation Ecosystem Model
KPIs Key Performance Indicators
NFQ National Framework of Qualifications
SMEs Small and Medium Enterprises
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Declaration on Access to Contents
DECLARATION
-------------------------
I hereby declare that, with effect from the date on which this dissertation is deposited in the
library or other department / school / faculty of the University of Ulster, I permit the
dissertation to be copied in whole or in parts without reference to myself, in the
understanding that such authority applies to single copies made for studying purposes and
which are not published. An additional condition is that acknowledgement is credited to the
actual source.
This restriction does not apply to the copying or publication of the title, abstract or
introduction to this dissertation. It is a condition that anyone who consults this dissertation
must recognize that the copyright rests with the author and no quotation from the dissertation
or information derived from it may be published unless the source is properly acknowledged.
Signed .............................................................................
Date ................................................................................
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Abstract
Irish Higher Education Institutions (HEIs) are under pressure to transform their activities,
structures and management systems in response to an increasing range of contemporary
challenges. Small and Medium sized Enterprises (SMEs) are the dominant business form in
Ireland and are key engines of growth in modern economies, research shows them to be a
significant source of applied innovation and job creation. However Ireland remains an
Innovation Follower in European league tables partially because insufficient numbers of
Irish SMEs engage in innovation and the professional training and development necessary for
its exploitation. The Irish government sees the innovative, export led growth of indigenous
SMEs as essential to building the recovery of the national finances and employment.
The recently published National Strategy for Higher Education to 2030 (commonly known as
the Hunt Report) states that HEIs have a key role to play as innovation enablers for
indigenous SMEs. It requires that HEIs reduce their dependence on the exchequer by
prioritising the mission of engaging with the innovation needs of Irelands SMEs in a manner
that creates diversified revenue streams for HEIs. However the Hunt Report has been
criticised for a lack of empirical guidance on the quantum of such engagement or how it
should be effected operationally.
In order to address this gap an exploratory case study is conducted at IADT. IADT is in an
ideal position to respond flexibly to the Hunt enterprise engagement objective due to it being
one of Irelands newest, smallest Institutes of Technology (IoT) with a recently appointed
President from outside the Irish IoT sector, the nature of the disciplines it teaches in the key
growth area of digital media and the institutes stated pioneering culture.
In order to provide the research instrument for the study effective enterprise engagement is
defined as genuine collaborative activities occurring within an effective network which yield
symbiotic outcomes to the participants.
The primary research comprised twelve in-depth semi-structured interviews with key
informants and decision makers drawn from IADTs enterprise ecosystem over a period of
three months in the summer of 2011. The primary research was supplement by two
unstructured interviews with education policy experts and relevant secondary research. The
research is limited to one academic institution, a focus on one industry sector with
respondents drawn from a limited geographical area. In order to ensure the validity of
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conclusions the findings are triangulated throughout with evidence from the literature and
informed sources.
The research finds that effective enterprise engagement is not currently occurring at IADT.
Furthermore the research indicates that IADT is failing in its mission to meet the
collaborative innovation, training and professional development needs of SMEs. A recurring
theme throughout the data is that the most significant obstacle to effective enterprise
engagement is the internal culture at IADT. From the data enterprise engagement appears to
be a relatively low priority internally at IADT despite public announcements to the contrary.
Despite a number of cases of individual initiative the data suggests that IADT is
predominantly reactive in respect of enterprise engagement. This results in valuable resources
(such as the large population of IADT alumni in key positions in digital media enterprises,
the enterprises located in the on-campus incubation centre and the state funded Virtual Lab
facility) being neglected as a source of revenue and growth for IADT, its staff and students.
This is occurring in spite of the fact that very little progress has been made to date on the
institutes declared target of raising twenty percent of IADT revenue from non-exchequer
sources by 2013.
The findings of this study suggest serious adverse consequences for the ability of IADT to
generate non-exchequer revenue streams in the absence of deep rooted internal culture
change. In this context effective enterprise engagement may be deemed to be a key priority
for the new President and management of IADT. The study identifies that many assets and
supports are available to the management team in commencing this process.
In terms of future research it is suggested that this exploratory research may aid in providing
a conceptual framework working hypothesis for further research in respect of the Hunt
enterprise engagement objectives.
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CHAPTER 1 INTRODUCTION
1.1 Introduction
Chapter 1 of this research study commences with an examination of the changing role of
HEIs, particularly in respect of becoming innovation enablers for Small and Medium sized
Enterprises. The pressures and challenges shaping structural change in the HEI sector
towards an enterprise orientation (with a particular focus on the Hunt Report (Hunt 2011)) are
examined with a view to framing the research question. Critics of the Hunt Report state that
is not clear on the means which be pursued in achieving the multi-faceted objectives it
contains particularly those in respect of the engagement objectives. This provides the
rationale for this research study. The aims and objectives of the research are then addressed.
The structure of the research is outlined, namely an exploratory case study at the Institute of
Art, Design and Technology (IADT), Dun Laoghaire. Primary data is collected during the
summer of 2011 via twelve semi-structured interviews with opinion leaders, decision makers
and key informants drawn from the enterprise ecosystem of IADT. The primary research was
supplement by two unstructured interviews with education policy experts and relevant
secondary research. The research outcomes are then presented in summary form.
The objective of Chapter 2 is to serve as a foundation for this dissertation. In order to support
the aim of this study the method of Gibbs (2008) is adopted by using the literature review to
examine themes, trends and previous research in order to provide a framework and structure
for an analysis of the data collected to answer the research question.
The review of foundation literature establishes that HEIs are undergoing a period of change
due to policy, technical, competitive and economic challenges. On the other side of the
innovation interface SMEs are the most common form of business unit in the European
Union but, due to resources issues, suffer from an inability to engage in innovation. National
policy identifies that HEIs are well positioned to address this failure and seeks to require that
HEIs do so. The conclusion of the review of core literature examines the aspiration of the
National Strategy for Higher Education in respect of enterprise engagement.
However such engagement must be purposive and Hunts desired purpose is that enterprise
engagement creates diversified funding course for HEIs while meeting the innovation,
training and professional development needs of SMEs. Such effective behaviour has the
potential to create symbiotic engagements. However critics of the Hunt Report state it lacks
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specific indicators of how any of its recommendations might be implemented nor is it clear
on the means to be pursued in achieving the multi-faceted objectives it contains particularly
in respect of enterprise engagement.
This provides the research question for this study. By seeking to measure effective enterprise
engagement at IADT this study attempts to provide a conceptual working hypothesis
(Shields and Tajalli 2006) for future work in respect of operationalising Hunts enterprise
engagement objective. Using the synthesis developed in the literature review the research
instruments for the progressive test of effective enterprise engagement are:
1. Does an effective network exist: This is characterised by regular and intense
interaction as opposed to one off transactional engagements. The goal of this test is to
establish if the relationship is embedded within the enterprise activities of the
participants.
2. Is actual collaboration taking place within the effective network? This is
characterised by equal intensity of engagement across all categories of engagement.
The goal of this test is to establish whether any embeddedness identified is broad
enough to constitute genuine engagement.
3. Is symbiotic engagement evident in the actual collaborations? The goal of this test
is to establish whether collaborative innovation, training and professional
development is occurring in a manner that creates equal revenue and benefits to all
parties. The purpose of this test is to identify conditions for increases of transivity and
homophilly creating the conditions for growing the effective network. This in turn
provides the potential for a virtuous circle developing, the greater the effective
network the greater the opportunities for creating actual collaboration.
Therefore for the purposes of this study effective enterprise engagement is defined as
genuinely collaborative activities within an effective network which yield symbiotic
outcomes to the participants. Chapter 2 identifies obstacles to such effective enterprise
engagement which include Culture Gap, Misalignment and Disconnect. Instruments for
mitigating the effect of obstacles in biological and business ecosystems are systems and
structures which facilitate the key processes. The Hunt report makes a similar statement that
outward-facing systems and structures should be embedded into institutional activity to
underpin engagement.
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In conclusion of the summary of Chapter 2 the research question is justified on the basis of
the literature and a series of instruments are identified to help operationalise the aims and
objectives of this research.
Chapter 3 describes and justifies the research methodology used in the study.This study
adopts the interpretivist philosophy on the basis that the research question seeks to gain an
understanding of certain dynamic human processes at the case study institution through
capturing feelings and personal opinions of people in respect of the subject being examined.
The research approach employed in this research is inductive due to the fact that the concepts
or variables to be measured in the research are not currently sufficiently defined to be
expressed in a testable hypothesis and measured quantitatively.
Following from the choice of the inductive research approach this study seeks to collect
qualitative data in order to seek to answer the research question. Qualitative data is
appropriate to this research study because exploratory research often relies on qualitative
approaches such as in-depth interviews, focus groups, projective methods, case studies or
pilot studies in addition to secondary research. Finally the case study research strategy is
chosen due to the nature of the research question and the fact that exploratory studies are
generally better served by single cases.
In respect of the research procedure the primary technique of semi-structured interviews are
justified in order to find out what is happening and to seek new insights Robson (2002
p59). The selection of case study organisation, sample populations and sample participants
from the IADT enterprise ecosystem are justified. The secondary methods are briefly outlined
and justified.
Chapter 4 presents the findings and analysis of this study. The key findings are presented
under each of the objectives and subsequently linked to the relevant literature in order to
triangulate the findings and contrast results.
The overall finding of this research is that effective enterprise engagement is not occurring
at IADT. Furthermore the research indicates that IADT is failing in its mission to meet the
collaborative innovation, training and professional development needs of SMEs (minimal
evidence is found in the data of satisfactory interactions in these categories of engagement
amongst the respondents).
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This finding has serious adverse consequences for the ability of IADT to generate non-
exchequer revenue streams and needs to be addressed as a matter of urgency. The finding is
corroborated by the fact that in the period to December 2010 non-exchequer income
accounted for 1.5% of IADTs 23million income as opposed to an internal strategic target
of twenty percent by 2013.
The purpose of Chapter 5 is to present a further discussion of the findings presented in
Chapter 4 and to provide a set of recommendations to IADT and relevant policy making
bodies based on the findings of this study. Implications for the practice of enterprise
engagement and for future research in this domain are presented. Lastly a brief conclusion of
the study is presented.
The next section will commence the overview of the justification and rationale for the
research question.
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1.2 The Changing Role of Higher Education Institutes in Ireland
The key purpose of economic development is to support individual wellbeing, to promote
equity in society and to enable national government to deliver on the aspirations of its
citizens. As disseminators and creators of knowledge Irelands higher education institutions
(HEIs) play a key role in the economic development of the country. Irelands economy is
highly dependent on its ability to convert knowledge and expertise into products, processes
and services for export. The value of Irish exports reached 161 billion in 2010, the highest
annual figure ever recorded (Irish Exporters Association 2011) and constituted approximately
eighty per cent of gross domestic product (being the market value of all final goods and
services produced in a country in a given period). In recognition of the key role HEIs play in
the modern, knowledge-based economy a number of recent government stimulus
programmes have focused on leveraging the HEI sector as provisioning agents (the
Springboard Programme for example).
Irish tax-payers provide the bulk of the funding to the higher education sector in Ireland via
state funding. As a result of current economic difficulties state funding bodies are seeking
increased accountability and alignment of IoT strategies with national priorities and
objectives (Government Publications Office 2007). Marginson (2008) finds that many HEIs
internationally are trending towards more corporate-style forms of organisation. The
characteristics of this trend are increased executive steering at institutional level, greater
administrative and policy autonomy and higher levels of income raising at institutional level.
This is coupled with systems which are based on information and communications which
ensure greater transparency, performance measurement and the accountability of HEIs to
national agencies.
However in Ireland existing models of HEI organisation in respect of research outputs and
enterprise engagement are not suitable to the task national government wishes the sector to
fulfil. In terms of addressing this putative disconnect, between national policy objectives and
the HEI sector, the National Strategy for Higher Education to 2030 was published in January
2011. This report was commissioned by the Irish Government and seeks to create the
framework and conditions for a re-structuring of Irish higher education. The expert group
report was chaired by economist Dr Colin Hunt and as a result the National Strategy is
commonly referred to as the Hunt Report.
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The objective of the restructuring proposed in the Hunt Report is to cater for the broad social
and cultural requirements of Ireland in the next twenty years. The scale of the reports
ambitions for the breadth and quality of Irish higher education over the coming decades
demands more coherence, symbiosis and considerable improvements in the operational
efficiency throughout the organisation and financing of Irelands HEI system.
One of the key finding of the report is that the Irish HEI sector requires a dramatic increase in
funding to enable it to deal with predicted record levels of student demand and to enable it to
play a pivotal role in the economic recovery of Ireland. The report proposes that the source of
this funding be new student contribution fees and the creation of revenue streams from the
provision of collaborative innovation, training and professional development services to
enterprise, particularly Small and Medium Enterprises (SMEs). The report formulates a
number of processes that it wishes to see underpin HEIs new ways of working particularly in
respect of engagement with SMEs across the innovation interface (Lanciano-Morandat et al
2006).
1.3 Small and Medium Sized Enterprises the Innovation Interface with HEIs
SMEs are the dominant form of business organisation in Ireland and the European Union.
However they exhibit low productivity and little design, process or organisational innovation
or use of Information & Communication Technologies (EU Cordis 2003). Irelands Report of
the Innovation Taskforce (2010) states that the education system is pivotal in making
innovation happen and should be a key facilitator and enabler of SME innovation. While
HEIs have many functions, missions and commitments in the current recessionary
environment many expect them to play a key role in helping return the national economy to a
growth orientation.
There are ample models in HEI sectors internationally for the systems and structures which
underpin effective engagement across this interface. According to The Expert Group on
Future Skills Needs (2006) symbiotic enterprise engagement is common in the HEIs in the
United States. Industry linkages in the US colleges in terms of course design/delivery,
structured guest lecturer programmes, software company testing relationships with colleges
and their students, and extensive joint industry research programmes are well developed. The
structured fostering of informal industry linkages in the US takes place through standing
mechanisms such as Programme Boards and Presidents Panels.
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1.4 Rationale for the Research
The emergence of the impetus to become enterprising HEIs and increase engagement with
enterprise is relatively new in Ireland (as is the requirement to earn revenue from such
engagement). Nevertheless a reforming Irish Minister for Education expects HEIs to achieve
transformation on the broad criteria identified in the Hunt Report in a short time scale.
However the Hunt Report has been the subject of a number of criticisms since its publication.
Begley (2011) states, inter alia, that the report lacks strategic thinking and is not clear on the
exact means which are to be pursued in achieving the engagement objectives. This criticism
is echoed by The Irish Federation of University Teachers (IFUT 2011, p.1) who express the
view that the report is singularly lacking any specific indicators of how any of its
recommendations might be implemented".
Therefore while internationally many HEIs are undergoing transformation towards the
enterprise model of operation, there is no guidance for the operational implementation of the
Hunt Report enterprise engagement objectives contained in the report. Based on a review of
the current Irish literature there appears to be an absence of research addressing this question.
In light of the current policy and economic environment the researcher believes that the
research question which underpins this study is opportune.
1.5 Aims and Objectives of the Research
In order to address the gap identified in current literature an exploratory case study at a
sample IoT is proposed. Therefore the aim of this research is to use an exploratory case study
to evaluate whether effective enterprise engagement is occurring at IADT where effective
enterprise engagement is defined as actual collaborative activities occurring within an
effective network which yield symbiotic outcomes to the participants.
The objective of this research is to address the following research questions:
1. Is there evidence for effective enterprise engagement at IADT?
2. Are there obstacles preventing effective enterprise engagement at IADT?
3. Are systems and structures embedded within IADT to overcome obstacles to
effective enterprise engagement?
4. Can higher levels of effective enterprise engagement be achieved at IADT?
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This exploratory research may aid in providing a conceptual framework working hypothesis
for further research on the Hunt enterprise engagement objectives.
1.6 The Structure of the Research
The method of research selected is an exploratory case study. Therefore a subject Institute of
Technology (IoT) was carefully selected on the basis of a number of defining characteristics.
The fact that IADT is one of the smallest IoTs in Ireland suggests that the case study method,
with a relatively small number of interviews, has the potential to provide relevant, informed
insights on the research question.
The primary research comprised qualitative data collection via twelve semi-structured
interviews with opinion leaders, decision makers and key informants drawn from those
populations within IADTs enterprise ecosystem that relevant to the research question
(namely IADT Staff, Business Owning Alumni and Incubator companies). To seek further
insight on the policy environment of the Hunt Report and the Higher Education Authority
two further respondents were interviewed from the Higher Education Authority. The
interviews were carried out over a period of three months during the summer of 2011.
Secondary research primarily focussed on reports, conference proceedings and journal
articles.
The research strategy of Gibbs (2008) is employed in this study whereby the literature review
is used to examine themes, trends and previous research to provide a framework and structure
for analysis of the data collected to answer the research question and to enable comparison
for the identification of consistent themes. Analytic codes and categories/themes are
identified in the theory and models examined in the literature review. This framework
provides the basis for the analysis of the qualitative data.
The interview transcripts were analysed for descriptive codes. These descriptive codes were
sorted into the relevant analytic codes and themes drawn from the literature review. The
resulting data was compiled into tabular form. The researcher then examined the coded data
for trends, patterns and themes in the tabulated data. The key findings that emerged from the
above process are presented under each of the research questions and subsequently
triangulated against the relevant literature in order to compare and contrast results. The
research is limited to one academic institution, a focus on one industry sector with
respondents drawn from a limited geographical area.
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1.7 Research Outcomes Outline
The answer to the research question is that effective enterprise engagement is not occurring
at IADT within the sample respondents. This finding emerges from the progression of
answers to the tests of the research instruments employed in the research study. Research
Question 1 finds that enterprise engagement is occurring at IADT however once the
instruments of effective network, actual collaboration and symbiotic engagement tests
are applied to the tabulated data it is found that effective enterprise engagement is not
currently occurring at IADT. Research Question 2 identifies that the obstacles undermining
effective engagement include Misalignment, Culture Gaps, and Disconnect. Research
Question 3 examines the systems and structures currently underpinning enterprise
engagement at IADT. The data suggests that there is excessive dependence on individual
initiative in this activity at IADT. The finding from the data is that the systems and structures
do not currently exist at IADT to overcome the obstacles to effective engagement.
The majority of enterprise engagements occurring at IADT are informal and not required by
the President to be formally captured or reported. The matter of enterprise engagement
appears from the data to be a relatively low priority internally despite public announcements
to the contrary. While the prospect of short term change is not evident within the data, when
assessing prospects for future improvements Research Question 4 found that there is
enthusiasm for an increase in effective engagement. However in order to increase transivity
and homophilly within the IADT enterprise ecosystem a range of enabling conditions need to
be addressed in advance. These enabling requirements were identified by IADT staff as
internal culture change and the necessity for enterprise engagement activities to be recognised
in their employment contacts. Incubators and Alumni were concerned about quality control
and the overhead of learning curves on each side being identified as something that they
would require to be addressed. The hidden costs of ineffective interfacing between IADT and
enterprise were cited as an inhibitor currently.
Turning to the types of benefits sought by Incubators and Alumni as an incentive for
increases in engagement, a significant finding is that all the benefits identified are
engagements that would improve the effective network for IADT and would not necessarily
cost a significant amount of money to implement. The benefits they cited included the
opportunities to help build their personal profile and their network, networking with most
promising students at IADT and finally being offered networking opportunities with high
profile people to provide potential opportunities for their business.
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Therefore Research Question 4 finds that an increase in effective enterprise engagement is
conditional on the commitment of the new President and senior management to implement
deep rooted internal culture change at IADT. The cumulative impact of the above answers to
the research question is that effective enterprise engagement is not occurring at IADT.
Furthermore the research indicates that IADT is failing in its mission to meet the
collaborative innovation, training and professional development needs of SMEs (minimal
evidence is found in the data of satisfactory interactions in these categories of engagement
amongst the respondents).
This finding has serious adverse consequences for the ability of IADT to generate non-
exchequer revenue streams and needs to be addressed as a matter of urgency. The finding is
corroborated by the fact that in the period to December 2010 non-exchequer income
accounted for 1.5% of IADTs 23million income as opposed to an internal strategic target
of twenty percent by 2013.
It is noted that exploratory case study research is not typically generalisable to the population
at large therefore the limitations noted in Chapter 3 concerning these findings should be
borne in mind.
1.8 Conclusion
This chapter outlined the structure of this research study. It considered the topics of
introducing the subject matter of the research question and provided the rationale for the
research. The aims and objectives of the research were stated. The research strategy,
procedure and method of analysis were introduced. These topics are important to enabling the
research to be communicated to the reader in an understandable manner and to enable critical
assessment.
The next chapter will consider topics concerning the nature and structure of the organisations
on both sides of the innovation interface, HEIs and SMEs. It will then examine the interface
between the two for typical obstacles encountered. These topics relate to this thesis by
providing the framework for supporting the choice of the research question and the related
research instruments required to answer the research question.
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CHAPTER 2 LITERATURE REVIEW
2.1 Introduction
The previous chapter provided a detailed overview of this research study. It considered the
rationale for the research, the aims and objectives and how the research is to be conducted. It
also presented a summary of the structure of the research and the outcomes of the research.
The purpose of this chapter is to serve as a foundation for this dissertation. In order to support
the aim of this study the method of Gibbs (2008) is adopted by using the literature review to
examine themes, trends and previous research in order to provide a framework for posing the
research question and a structure for an analysis of the data collected to answer the question.
This introduction will provide a short overview of the structure and layout of the chapters
contents.
The chapter commences by investigating the foundation literature. Through an examination
of the broad issues and challenges facing HEIs and SMEs the basis for establishing the
research question is identified (i.e. the necessity for collaborative engagement between HEIs
and SMEs). The research question is further refined and operationalised via the core
literature. The core literature seeks to examine the nature of collaborative engagement at the
interface between HEIs and SMEs. It seeks to identify in the literature the typical obstacles to
engagement between HEIs and SMEs. A detailed examination is then conducted of the Hunt
Report model for the broad instruments and process for enterprise engagement which it
prescribes.
The identification of the need for empirical research draws on the foundation and core
literature to argue the case for research into effective enterprise engagement being
necessary and relevant at this time. The final outcome of this chapter is the formulation of a
framework and set of research instruments for identifying the existence of effective
enterprise engagement in a research study. Based on these research instruments a definition
of effective enterprise engagement is then formulated. The objectives of this study in
support of the research aim are then identified.
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2.2 Review of Foundation Literatures
2.2.1 The Irish Higher Education Sector
Ireland has seven universities and fourteen Institutes of Technology (fifteen if the Dublin
Institute of Technology is included however it is not a member of the IoT association and has
the status of a university in terms of academic conferrals) serving a population of over four
and a half million. Each has its own academic structure and administration. According to the
Institutes of Technology Research Coordination and Support Office (2010) the IoTs work to
a three-fold mission of teaching & learning, research & development and enterprise support.
IoTs award their own degrees under delegated authority from HETAC. They provide Higher
Certificates (National Framework of Qualifications (NFQ) Level 6) or Ordinary Bachelors
degrees (NFQ Level 7) and Honours Bachelors degrees (NFQ Level 8 and 9) to students.
Many of the IoTs provide a range of postgraduate programmes at Masters and Doctoral
level. The Institutes also provide part-time programmes catering for the continuing
professional development and education of the workforce. In 2006 a new Institutes of
Technology Act 2006 put the IoTs on the same footing as the universities in their interaction
with HEA.
The Institute of Art Design and Technology, Dun Laoghaire (henceforth IADT) is located in
the county of Dun Laoghaire Rathdown. The current County Development Plan (2010, p.275)
identifies IADT as an important asset to the county in stating:
Strong evidence exists internationally to suggest that successful cities are those that
achieve strong linkages and synergies between their universities and businesses.
An IADT Staff respondent stated to the researcher that The Media Cube (IADTs incubation
centre) has become part of the enterprise support system in the county and all support
agencies see it as a location where anyone that wants to start a business goes.
IADT occupies a differentiated role within the Institutes of Technology sector. It has
significant strengths in arts, technology and enterprise, sectors where employment demand
for students is growing. As a result IADT courses experience high popularity with potential
students. Non teaching activities at IADT are predominantly organised via the Development
Office and include industry interaction, collaborative commercial research (innovation
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partnerships and commercialisation), applied research/collaborative research, joint initiatives
with other Institutions in or outside the state, incubation services, consultancy,
programmes/training for industry and for those in employment, facilities rental, international
students, Erasmus student mobility and placements, undergraduate student placements,
marketing and public relations.
Within the Irish higher education sector IADT is one of the smallest, placed thirteenth out of
Irelands fifteen IoTs on the basis of graduate numbers in 2010 (when DIT is included as an
IoT) and tenth in terms of post-graduate student numbers. According to HETAC (2011) there
were 340 academic members of staff or 117 Full Time Equivalents employed at IADT in
2010. In that year IADT educated 3.3% of all under-graduates in the IoT sector and 2.6% of
post-graduates in the IoT sector (HEA Enrolment 2010). It is also one of the newest having
received its IoT status in 1997 (as against the average of the mid to late nineteen seventies for
the IoTs comprising the sector).
It might be argued that these relatively small percentages reflect the niche specialism of
IADT (many IoTs provide a full range of disciplines whereas IADT concentrates on the
creative arts, creative technologies and business and humanities) and reflect the fact that the
Institute has no Level 6 undergraduate programmes (which comprise a considerable
proportion of the programmes offered at some IoTs). At IADT the majority of programmes
are at Level 8 and 9 which may reflect the high concentration of the ABC social-economic
grouping in the area in which IADT is located. In May 2011 IADT appointed Dr. Annie
Doona as President. Dr. Doona spent most of her adult life working in the UK's HEI sector
before returning to Ireland in 2007.
2.2.2 The Changing Role of the Sector
In respect of the changing nature of the mission of higher education Von Prondzynski (2011)
sees the journey HEIs have made from teachers to creators of economic value as commencing
with their original teaching and scholarship mission. Subsequently pressure to develop new
knowledge, as well as disseminating it, saw scholarship evolve into research thereby creating
a second mission. This involved a focus on published research which enabled the academic
community to share information. The desire of funding governments to secure a transfer of
knowledge via a move effective linkage between HEIs and the needs of society and industry
created a third mission of technology transfer. Elements of this third mission are the focus of
this research study. Figure 1 below illustrates the progression of the mission of HEIs.
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Figure 1: The expansion of the University mission. The figure below shows the migration
from teaching (i.e. received knowledge) through research and entrepreneurship to a potential
corporate model, which incorporates elements of vocational training (Adapted from
Etzkowitz 2003 p.115).
A range of political, technological and economic pressures are converging on the higher
education sector. Political in the form of policy reforms envisaged in a number of
government initiated reports from statutory constituted bodies. These include, but are not
limited to, the National Strategy for Higher Education to 2030, Research Strategy for
Science, Technology and Innovation 2006 and the High Level Group report on International
Education 2010.
Economic pressures exist in the form of government funding cutbacks and the imminent
introduction of student fees at a time when educational qualifications are extremely important
(Cedefop 2008). As illustrated in Figure 2 below data from the UK university sectors
illustrates that the HEI sector is over dependent on government funding in the form of
teaching grants and research grants. It is thought that a similar situation prevails in Ireland.
An HEI recruitment embargo has been in place for the past two years and other cut-backs
have restricted HEIs in their ability to respond to the challenges which the economy and
enterprises face. According to Durkin et al (2011) fees are expected to increase the pressure
on students to become discerning consumers of education whereby HEIs are perceived as
service providers from which they are making a purchase and expectations rise accordingly.
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An increased insistence on the direct relevance of course content to employability and
innovation in teaching methods is expected from fee paying students.
Figure 2: The revenue portfolio for UK universities (PA Consulting 2011 p.4).
Technological pressures are emerging in the form of e-learning, mobile learning (via smart
phones or tablet computers) and a trend towards just in time learning, all of which have the
potential to reduce the demand for formal, accredited qualifications, the stock in trade of
HEIs. Liburd and Hjalager (2010), in addressing collaborative open source education, refer to
the declining role of higher education institutions as knowledge monopolies and their
emerging role as open knowledge mediators. Market place pressures take the form of new,
private sector entrants (such as recently launched Institute of Business and Technology with
campus facilities in a number of locations in Dublin) which are highly focussed in terms of
course content, post-graduation employability and the use of technology in the provision of
learning to reduce overheads and increase student satisfaction.
It is argued (Upton, 2011; Durkin et al, 2011) that due to the convergence of these perfect
storm circumstances the higher education sector is experiencing a strategic inflection point
(Grove 1996) whereby the structure and basis of competition within the industry are
undergoing radical change. In response the limits to an entrepreneurial response imposed by
the traditional nature of higher education structures (Brennan and McGowan 2006) may have
to be rapidly dismantled.
However Upton (2011) also points out that the combined challenges faced by HEIs create a
unique opportunity for transformation. Educational institutions willing to think laterally can
position themselves to outperform into the future. This sentiment is echoed by Archbold
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(2010) who highlights the need for sustained creativity and innovation across all sectors of
society due to the current economic circumstances.
Having identified at a high level a number of the issues that HEIs face the literature review
now examines the nature of SMEs on the other side of the innovation interface and the issues
they face.
2.2.3 Small & Medium Sized Enterprises
International research has identified small & medium sized enterprises (SMEs) as a key
driver of economic growth (Birch 1979). They are the key source of innovation in a capitalist
economy (Acs and Audretsch 1990) and bring more innovation to the market than large
enterprises. SMEs are the dominant form of business organisation in Ireland and the
European Union. They make up 99% of the 22 million businesses in Europe, contribute 57%
of European GDP and employ close to 120 million people (EU Grants Advisor 2006).
To avoid undue dependence on multi-national enterprises a number of national policy
initiatives see growth, innovation and internationalisation by SMEs as the medium term
solution to Irelands current economic difficulties. However it is open to question how
realistic this expectation is in light of the difficulties that SMEs face (European Union
Information Society 2004 p2):
SMEs are struggling every day for economic survival lack of time, lack of
resources, lack of skilled employees, lack of easy to use technology adapted to SMEs
The lack of training and lack of access to relevant resources (including design, know how,
intermediaries, networks) undermines the enterprises capacity to absorb and capitalise on
innovation (European Regional Development Fund 2009).
The benefits of an ability to be innovative are well established. Research conducted by the
European Union in respect of the innovation behaviours of two hundred SMEs in the Irish
Border Regions identified that the benefits of the innovation discipline as gains of up to thirty
percent consistent growth in sales, greater longevity (the average age of innovative firm was
28 years) and are more profitable than non-innovating firms in the sample (European
Regional Development Fund 2009). However there are distinct differences in participation in
innovation by different sized SMEs. Just 38.9% of small firms with between ten and forty
nine employees engage in either product or process innovation compared to 75.8% of
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companies with in excess of two hundred and fifty employees (Forfas 2011). The research
suggests that smaller sized SMEs are unable to fund/supervise research and development
(R&D) to the extent needed to remain competitive in rapidly changing environment.
The exploitation of innovation normally depends on access to knowledge and the ability to
synthesise and successfully exploit it. According to Nachira et al (2007) SMEs and local
clusters are now competing in a global and dynamic market where they need more
interrelations, more specialised resources, more research and innovation as well as access to
global value chains and knowledge. In response Irelands Report of the Innovation Taskforce
(2010) states that the education system is pivotal in making innovation happen and should be
a key facilitator and enabler of SME innovation. When one surveys the landscape in search of
the best potential candidate to address the issues that enterprises face Irelands Institutes of
Technology (IoTs) would appear, due to their specific mandate, to be the best candidates.
Forfas (Irelands state policy advisory board for enterprise, trade, science, technology and
innovation) states that IoTs are assigned the role of providers of applied and multi-technology
solutions to industrial needs (2010). The Hunt Report refines this mandate to a prioritisation
of the needs of small and medium enterprises. This mandate arises from the crucial role these
enterprises play in innovation and job creation in the modern economy. According to the
Department of Enterprise, Trade and Employment (2006) the multi-regional nature of IoTs
and their openness to working with industry provides a platform upon which real industrial
impact can be built.
Therefore in conclusion of the foundation literature section it has been established that HEIs
are undergoing a period of change due to economic, policy, technical and competitive
challenges. It has been identified that SMEs are the most common form of business unit in
Ireland and the European Union and are a key source of jobs and innovation in the economy.
Due to resources issues SMEs predominantly suffer from an inability to engage effectively in
innovation and growth. National policy identifies that HEIs are well positioned to address this
failure and seeks to require that HEIs do so via the objectives contained in the National
Strategy for Higher Education to 2030.
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2.3 Review of the Core Literature
2.3.1 What constitutes effective engagement at the innovation interface between HEIs and
Enterprise?
The Hunt report requires HEIs to diversify their funding streams from an over-dependence on
government sources and to seek to phase in funding from engaging in the provision of
professional, collaborative services to SMEs across what may be termed the innovation
interface.
In the context of sustainable engagement between HEIs and enterprise Kaur-Gill (2011, p.3)
defines engagement in this context as:
Engagement implies purposive, considerate and productive interaction with both
internal and external stakeholders for the establishment of mutually beneficial
partnerships.
The Hunt Report (Hunt 2011 p. 12) defines the process of engagement as:
Outward-facing systems and structures should be embeded into institutional activity,
so that there are inward and outward flows of knowledge, staff, students and ideas
between each institution and its external community.
As noted in Kaur-Gill (2011) enterprise engagement should be purposive. In this context
Hunt states that a key purpose of engagement must be the reduction of dependence on
exchequer funding by earning revenue from responding to the relevant innovation and
training needs of SMEs.
Similar goals have driven recent government higher education policy in other countries.
According to PA Consulting it is no longer sustainable for HEIs in the UK to be over-
dependent on exchequer funding in the new realities. They state that HEIs need to change
internal culture to create portfolios of earned income (see Figure 3 below).
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Figure 3: The emerging new economics of Higher Education This figure illustrates the need
for HEIs to move from supply-side entitlement to earning revenue from a range of responsive
activities (PA Consulting 2011 p.3).
On the issue of HEIs creating new sources of income Hunt (2011 p. 16) states:
Diversifying funding sources should be linked to a more responsive and open
engagement with key stakeholders, particularly students and enterprise, and a drive
to find new ways to link higher education research and innovation capacity to the
needs of the public and private sectors.
In order to create conditions to drive such responsiveness the Hunt Report (Section 5.6, p79)
recommends that the Higher Education Authority conduct a survey of employers, which
would be used as part of an assessment of quality outcomes for the system.
The IoT sector would appear to be broadly in agreement with the objective of increased
responsiveness to SME needs. According to the minutes of the meeting of the Minister of
Education with a group representing the IoT sector, the Minister queried the use of time by
IoT academic staff in light of the low academic publication record in the IoT generally
observed in the IoT sector.
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The group responded by saying that the IoT mission (Department of Education 2011 p3) is:
...more focussed on engagement with business and industry (including enterprises,
purpose-driven research, new business incubation and support) than academic
publications.
However there are a number of criticisms of the Hunt Report in respect of its engagement
objectives. Begley (2011) states that the report lacks strategic thinking and is not clear on the
means which be pursued in achieving the multi-faceted objectives it contains particularly in
respect of engagement. Von Prondsinski (2012) states that the major idea in the report is
that there should be a centrally determined national strategy for higher education, and a set of
structures to ensure that this gets implemented by the HEIs. His criticism is that this approach
may not be successful, in his opinion universities are at their most innovative and creative
when they are allowed to pursue their own vision. The Deans office at National University
of Ireland Maynooth (NUIM 2011) states that universities engagement with its external
stakeholders has been almost too routinised within the fabric of its operations to be
extracted and quantified.
The Dean (NUIM 201, p.12) goes on to focus criticism on the potential threats to the
autonomy of HEIs in the Hunt engagement mandate. Specifically noting that:
When considering forms of wider engagement for the university sector, it will be
crucial to consider ways of engaging that exploit rather than compromise this
cherished autonomy.
The Dean sees this autonomy as potentially threatened when the Hunt Report speaks of
facilitating employer input into curriculum design and development as neither the nature or
the level of employer input into curriculum design is clarified nor how this input would be
compatible with pre-existing levels of refereed academic scrutiny. The Deans final
concern in respect of engagement relates to the fact that, in respect of inward and outward
flows cited in Hunt, the mobility envisaged is overwhelmingly between the university and the
world of work and business. In respect of achieving the diversified funding streams from
this mobility the Dean believes that such responsiveness should not lead to a dilution of
scholarly and professional standards in the interests of flexible expediency.
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The Irish Federation of University Teachers (IFUT 2011, p.1) criticise the report for
singularly lacking any specific indicators of how any of its recommendations might be
implemented". They also state that the panel comprising the reports fifteen members did not
include representatives of academic staff and as such does not take sufficient conscience of
the practicalities of how the HEI sector operates.
Having identified a number of criticisms of the Hunt Report this chapter now examines what
is meant by effective enterprise engagement.
2.3.2 Defining what is meant by effective enterprise engagement
Research by Perkmann et al (2011) has found that existing measures of engagement activities
at the HEI-Enterprise interface are typically too narrow. Their research finds that the
academic literature focuses excessively on commercialisation activities as a measure of
engagement. They find that this measure is too superficial and not indicative of genuine
engagement (or what they title actual collaboration). They state that to measure genuine
engagement the degree of engagement across the entire range of potential collaborations (i.e.
collaborative research, contract research, consulting etc.) must be examined.
The Hunt Report appears to be in sympathy with this position and identifies a broad range of
collaborative services that it expects to underpin HEIs engagement with SMEs. In this
respect Hunt identifies these as research and innovation activities across the entire spectrum
from applied research and commercialisation to development and consulting activities. It also
includes educational services such as Continuous Professional Development and Industry
Training to improve the growth and sustainability of SMES.
From the sampling carried out by the researcher the journal literature on the subject of Irish
HEI enterprise engagement appears to focus on technology transfer (McAdam et al 2009,
Bradley et al 1995, Lai Chun and Garvin 2001) and at the other end of the spectrum on how
student learning outcomes can be improved by use of entrepreneurship education and
interaction (Hegarty 2006). Little research appears in searches on the conditions necessary for
creating actual collaboration in an Irish setting at the innovation interface.
Therefore in the absence of insights from the Irish literature how might one identify if actual
collaboration is occurring within the network of participants at the case study IoT? To seek
to answer this question one must commence by examining elements of Social Network
Theory. Interactions between different participants in a network, and the propensity for this to
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draw in other uninvolved participants, are measured transivity. If there is a tie between A and
B and one between B and C then, in a transitive network, A and C will also be drawn in to
interacting (Granovetter 1973). However different ties within a network have different
degrees of density with concomitant results for the effectiveness and embeddedness of those
in the network. Epstein (1969 p 110) defines the "effective network" as those with whom one
"interacts most intensely and most regularly".
Homophilly is an important concept to appreciate when one considers how an effective
network may be grown to incorporate a larger number of businesses in embedded
relationships with an IoT. Homophilly describes the positive relationship between the
similarity of two constituents in a network and the propensity of a tie being created between
them. This propensity increases in line with the degree that the other constituent mirrors their
interests (i.e. it is the tendency of individuals to associate and bond with similar others). So
for example in the case of IADT their stated specialisation in digital media attracts digital
media companies to their incubation centre and shapes a cluster of organisations with similar,
mutually reinforcing goals. Therefore transivity and homophilly are key characteristics
evident in effective networks.
Now that the conditions supporting the existence of an effective network have been
established (i.e. that there is intensely and regularly interaction between the participants) one
may now progress to seeking to understand what is meant by actual collaboration in a
network context. For the purposes of this research Perkmann et al (2011)s definition of
actual collaboration as equal intensity of interaction across all categories of engagement is
adopted.
A final component of arriving at a definition for effective enterprise engagement is to seek
an understanding of the motivations of the participants. A key motivation for engaging in
effective collaborative networks is the desire by the participants to achieve resource
efficiency. A key driver of the Hunt Report is to achieve resource efficiency for HEIs and
their collaborative partners, the outcomes it envisages seek to create better results for both
participants, i.e. better meeting the growth needs of SMEs which in turn generates revenue
streams for the HEI. Such behaviour is characterised as symbiotic.
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The concept of symbiosis is normally associated with biological and business ecosystems. A
biological ecosystem contains complex relationships and engagements among its members.
Plants and animals that depend on a particular ecosystem for survival also contribute essential
ingredients/resources to that environment. A tree's roots draw nutrients and water from the
soil but then contribute fallen leaves for next year's soil. These symbiotic exchange
relationships underpin the ecosystem (US Army Corps of Engineers 2009). The research of
Iansiti and Levien (2004) found that a business ecosystem similarly contains a high rate of
interdependency among member firms and the member firms normally benefit from any
value-creating member of the ecosystem.
A key driver of the Hunt Report is to achieve resource efficiency for HEIs and their
collaborative partners, the outcomes it envisages seek to create better results for both
participants, i.e. better meeting the growth needs of SMEs which in turn generates revenue
streams for the HEI. The resource efficiency created by symbiosis is evident where the
companies composing an ecosystem group exhibit the ability to consistently transform
technology and other raw materials of innovation into lower costs and new products (Iansiti
and Levien, 2004, p. 72).
Therefore in the context of this study symbiotic engagement is defined as the ability to
collaboratively transform technology and other raw materials of innovation into lower costs
and new products that benefit both parties simultaneously, the SME in, inter alia, increased
revenue and the HEI in increased license revenue and other ancillary benefits. The key
advantage of the presence of symbiotic engagement in the network is that it encourages
increases in transivity and homophilly thereby creating the conditions for network growth to
include larger numbers of participants.
Summarising the above discussion the series of instruments to be applied in progression
which provide the test for the presence of effective enterprise engagement are as follows:
1. Does an effective network exist: This is characterised by regular and intense
interaction as opposed to one off transactional engagements. The goal of this test is to
establish if the relationship is embedded within the enterprise activities of the
participants.
2. Is actual collaboration taking place within the effective network? This is
characterised by equal intensity of engagement across all categories of engagement.
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The goal of this test is to establish whether any embeddedness identified is broad
enough to constitute genuine engagement.
3. Is symbiotic engagement evident in the actual collaborations? The goal of this test
is to establish whether collaborative innovation, training and professional
development is occurring in a manner that creates equal revenue and benefits to all
parties. The purpose of this test is to identify conditions for increases of transivity and
homophilly creating the conditions for growing the effective network. This in turn
provides the potential for a virtuous circle developing, the greater the effective
network the greater the opportunities for creating actual collaboration.
Therefore for the purposes of this study effective enterprise engagement is defined as
genuinely collaborative activities within an effective network which yield symbiotic
outcomes to the participants.
At this point it is important to examine the factors that can prevent effective engagement
occurring at the innovation interface between HEIs and enterprise.
2.3.3 Obstacles to effective enterprise engagement
Literature documents that many HEI-Enterprise interactions are undermined by obstacles of
various types at the points where they engage, termed the innovation interface. Obstacles to
actual collaboration undermine effective networks forming through the undermining of
trust. The specific obstacles documented in the literature concerning the engagement of HEIs
with small and medium enterprise will now be identified.
In terms of the nature of obstacles identified in the literature one theme reflects what might be
termed as a culture gap. According to Ruben (2005) academic institutions are on occasion
criticised for inefficiency, indifference to external constituencies and resistance to change. In
HEIs the reward structure has traditionally been based primarily on success in teaching,
publishing and in acquiring grants (Pera 2009) while in the private sector the focus is on
profit. These motivations are not mutually aligned so it is believed to be difficult for HEIs to
engage effectively in innovation collaboration without changing its organisational focus.
According to the Expert Group on Future Skills Needs (2006) as long as a commonality of
interests does not exist the challenges and difficulties associated with ensuring industry
engages effectively will persist. IADT School of Creative Technologies (2010, p.7) cites:
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The Enterprise Ireland representative was of the opinion that a culture gap may exist
between IADT and industry in general, with a lot of companies not being aware of the
colleges existence.
IADTs current strategic plan states that a key challenge that the institute face is that of
securing effective industry engagement (IADT President 2008).
Another common theme identified in the literature is misalignment. The Report of the
Innovation Taskforce (2010) finds that small and medium enterprises individually, in groups,
and as part of industry associations have been poor at interpreting, co-ordinating and defining
their research needs and communicating them at a range of levels to the academic sector. As
a result they are not easy partners for HEIs to align collaborative activities with. This obstacle
is compounded by the fact that the struggles which small and medium enterprises experience
have many direct parallels within HEIs. According to The Institutes of Technology Research
Coordination and Support Office (2010) managing and facilitating the relationships between
the varied activities taking place at the typical IoT (including undergraduate and postgraduate
education, lifelong learning, research, innovation, enterprise support, knowledge transfer etc)
are complex and inter-dependent. As such they leave little internal capacity for addressing
external agendas such as the uncoordinated needs of SMEs.
Pera (2009), Nesta (2009) and Atkinson and Wial (2008) find that the alignment of many
educational institutions strategic objectives and resources with the commercial world is
currently sub-optimal due to HEI bureaucracy, disagreements over intellectual property,
university researchers motivations and the long term orientation of university research De
Jong, et al (2008 p232) also identify similar alignment obstacles in their study of HEIs in the
Netherlands, Belgium and Estonia noting that:
Relationships between universities and business need active management. Barriers
between business and universities are rising as businesses are frustrated with
university bureaucracy and the unrealistic expectations of universities about how
much research discoveries are worth.
A number of specific obstacles to engagement were identified in the IADT literature which
were consistent with a theme of what may be termed disconnect in respect of enterprise
engagement. IADT School of Creative Arts (2009) notes Staff acknowledged the need for a
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stronger dialogue with Industry across the School. And HETAC (2011, p.14) makes a coded
reference to disconnect in noting:
It recognises the Media Cubes engagements with the wider Institute and considers
that there is further scope for enhancement by building on the relationships with three
schools within IADT.
In light of the obstacles to the formation of effective networks one must examine the
literature to identify how the impact of these obstacles can be mitigated, if not removed. In
terms of seeking solutions from within HEIs Houston et al (2006) note that, in the context of
culture change within the university sector, there was a lack of problem-solving or creative
thinking by academics who, he presumed, would apply their professional skills to their
organisational work. Feedback from the focus group meetings in his study suggested that
staff in the university had retreated to a culture of blame stance rather than proactive
problem-solving or advocacy to address difficulties in workloads management.
Looking for guidance from biological ecosystems processes in a biological ecosystem are
characterised by systemic behaviour. The US Army Corps of Engineers (2009) state that the
function of a biological ecosystem must be considered as a whole as every part of the
ecosystem has a functional effect on the others. The key defining process involves a cycle of
exchange of materials between living things and the environment the parameters of which are
set by feedback loops within the system. Processes in business are also characterised by the
systemic behaviour where it is argued that the only way to fully understand why an element
occurs and persists in a business environment is to understand the parts in relation to the
whole (Capra 1996). Deming (2000) identifies a system as a network of interdependent
components that work together to try to accomplish the goal of the system. He states that in
organisational behaviour without aim there is no system (i.e. it has no defining identity).
Therefore in order for activity to be systemic it should be organised behaviour geared towards
a defined goal.
Therefore the systemic nature of the processes evident in biological and business ecosystems
help mitigate obstacles to the operation of the process. If correctly regulated, systems have
the potential to overcome or prevent obstacles from limiting the effectiveness of the relevant
process (George 2003). In respect of systems to drive effective enterprise engagement the
Hunt Report (2011 p. 12) notes that Outward-facing systems and structures should be
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embedded into institutional activity with the objective of creating a permanence of patterns
and relationships of constituents.
However for any system to be effective in respect of human processes it must seek to address
the intrinsic motivations of the participants to ensure their participation to a degree where
effective networks may be formed. The review of relevant IADT literature identified a
number of sample interactions identified as occurring with the groups selected from the
IADT enterprise ecosystem (see Appendix 5 for the specific references identified).
They include access to resources such as opportunities to network with academics, access to
resources such as the physical resources of the HEI, student work placements and internships,
Innovation Vouchers (a collaborative research funding programme managed by Enterprise
Ireland), work based training and staff training programmes, guest lecture opportunities and
access to students to carryout projects/assignments on opportunities/issues that confront the
business.
In conclusion of the review of core literature the aspiration of the Hunt report in respect of
enterprise engagement has been identified as inward and outward flows of knowledge, staff,
students and ideas. Based on a synthesis of the concepts of effective network, actual
collaboration and symbiotic engagement effective enterprise engagement is defined as
genuine collaborative activities within an effective network which yield symbiotic outcomes
to the participants. The units of such engagement at IADT include student work placements
and internships, Innovation Vouchers, work based training and staff training programmes,
guest lecture opportunities and access to students to carryout projects/assignments on
opportunities/issues that confront the business.
Obstacles to such effective enterprise engagement include culture gap, misalignment and
disconnect. Instruments for mitigating the effect of obstacles in biological and business
ecosystems are systems and structures which underpin the key processes. The Hunt report
makes a similar statement that outward-facing systems and structures should be embedded
into institutional activity to embed engagement within HEIs.
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2.4 Identification of the need for Empirical Research
The foundation literature review identified the nature, structure and challenges faced by HEIs
and SMEs in their respective domains of operation. It is evident that both face similar issues
(while of a different scale) and share common objectives in respect of sustainability of their
organisations in the current environment. However the literature suggests this commonality
of interests has not yet percolated to the level of operational behaviour. The foundation
literature also identified the key Hunt Report objective of what may be termed effective
enterprise engagement as having the potential to play a key role in the national recovery of
Irelands SME population.
However as noted earlier the Hunt Report has been the subject of a number of criticisms since
its publication. These criticisms focus, inter alia, on the fact that it does not contain metrics or
clear structural guidance as to how the enterprise engagement objectives are to be met by
Irish HEIs. This question is deserving of further investigation given its key importance on
two levels, addressing the pressing innovation and growth requirements of SMEs and the
diversified funding requirements of HEIs.
As noted in the core literature an investigation of current literature on enterprise engagement
yields results which appear to focus on technology transfer at one end of the spectrum and at
the other extreme on how learning outcomes can be improved by use of guest lecturers.
While academic research has identified obstacles at the interface little research appears to
exist in an Irish context on the measures and conditions necessary for the existence of actual
collaboration which has the potential to create engagement of the type required by Hunt.
Now that a definition of effective enterprise engagement has been formulated how might
the question of measuring it be operationalised (i.e. converted in a way that enables putative
facts to be measured quantitatively) to facilitate research? In order to seek an answer the
research question must be operationalised into a number of key issues with their associated
tests.
Given that the aim of this study is to evaluate whether effective enterprise engagement is
occurring at IADT one would also seek to examine current interactions, identify any
obstacles, identify existing systems and finally attempt to identify the conditions for
improvement.
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2.5 Identification of the Objectives of this Study
In order to address the gap identified in current literature on the subject of effective
enterprise engagement at Irish HEIs an exploratory case study is proposed at IADT. The aim
is to seek to identify whether effective enterprise engagement is occurring at IADT. In
terms of operationalising this aim the objective of this research is to seek answers to the
following research questions:
1. Is there evidence for effective enterprise engagement at IADT?
2. Are there obstacles preventing effective enterprise engagement at IADT?
3. Are systems and structures embedded within IADT to overcome obstacles to
effective enterprise engagement?
4. Can higher levels of effective enterprise engagement be achieved at IADT?
The first research question relates to identifying evidence for effective enterprise
engagement at IADT. In order to address this question the tests identified in the literature
review will be applied. Therefore in respect of Research Question 1 the researcher is seeking
to identify in primary research with interview respondents evidence of the units of
engagement identified in the literature review. This will be augmented by any further
interactions that emerge during the analysis of the interview transcripts.
In order to seek to identify if the respondents are in an effective network with IADT the
researcher is seeking evidence from the interview transcripts for regular and intense
interactions between the respondents as opposed to once off transactional engagements.
Once the data is compiled in tabular form the actual collaboration test (that engagement is
evident in the sample across the entire range of interactions) is applied to the results of the
data analysis.
The final test instrument is for the presence of symbiotic engagement. This test seeks to
identify the degree to which engagements identified are, or have the short-term potential, to
generate revenue for IADT while meetings the relevant needs of SMEs.
In seeking to address the second question of whether there are there obstacles preventing
effective enterprise engagement at IADT the researcher is seeking evidence in the primary
research data of obstacles identified in the interview responses. During the research analysis
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stage this will be assessed by reference to the framework of obstacles identified in the
literature review namely misalignment, culture gaps and disconnect.
In respect of Research Question 3 the researcher is seeking evidence of systems and
structures embedded at IADT that have the potential to overcome obstacles to effective
enterprise engagement. Here the primary data will be assessed for evidence of whether