(Ebook) University Industry Partnerships in MIT Cambridge and Tokyo Storytelling Across Boundaries 1st edition by Sachi Hatakenaka 0415947030 9780415947039

(Ebook) University Industry Partnerships in MIT Cambridge and Tokyo Storytelling Across Boundaries 1st edition by Sachi Hatakenaka 0415947030 9780415947039

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ISBN-10 :  0415947030 

ISBN-13 :  9780415947039

Author:   Sachi Hatakenaka 

The purpose of this study is to identify the nature of change taking place in university-industry partnerships, to understand the underlying factors that influence that change, and to explore the underlying process of change. Three in-depth case studies are considered, that of MIT, Cambridge University, and Tokyo University, to compare their experiences in developing new types of university-industry relationships. Hatakenaka argues that internal and external organizational boundaries have influenced the evolution of the new types of relationships, and that the three universities have defined these boundaries differently.

University-Industry Partnerships in MIT, Cambridge, and Tokyo: Storytelling Across Boundaries 1st Table of contents:

PART I: INTRODUCTION
CHAPTER 1: THE PROBLEM
1–1. THE RISE OF THE KNOWLEDGE ECONOMY
1–2. THE UNANSWERED QUESTION: HOW DO UNIVERSITY-INDUSTRY PARTNERSHIPS EVOLVE?
1–3. INVESTIGATIVE APPROACH
1–4. COMPARATIVE STRATEGIES
1–5. THE STRUCTURE OF THE BOOK
PART II: THE CONTEXTS
CHAPTER 2: NATIONAL CONTEXTS
2–1. UNITED STATES
2–2. UNITED KINGDOM
2–3. JAPAN
2–4. TOWARDS THE SYNTHESIS
2–5. SUMMARY AND CONCLUSIONS
CHAPTER 3: ORGANIZATIONAL CONTEXTS
3–1. THE MAIN DIFFERENCES
3–2. PATTERNS OF INDUSTRIAL FUNDING
3–3. HISTORICAL DEVELOPMENTS
3–4. WHAT HAVE BEEN THE MAIN CHANGES?
3–5. ORGANIZATIONAL FACTORS INFLUENCING CHANGE
3–6. SUMMARY AND CONCLUSIONS
PART III: THE THREE CASES
CHAPTER 4: THE MIT WAY
4–1. MULTIPLE COMPANY RELATIONSHIPS: EMERGENCE OF CONSORTIA
4–2. MULTIPLE COMPANY RELATIONSHIPS: EDUCATIONAL PARTNERSHIPS
4–3. SINGLE COMPANY RELATIONSHIPS: STRATEGIC ALLIANCES
4–4. CHARACTERIZING CHANGE IN MIT
4–5. UNDERLYING ORGANIZATIONAL FACTORS: EXTERNAL AND INTERNAL BOUNDARIES
4–6. THE DYNAMICS OF CHANGE: THE ROLE OF INDIVIDUALS
4–7. SUMMARY AND CONCLUSIONS
CHAPTER 5: THE CAMBRIDGE PHENOMENON
5–1. SINGLE COMPANY RELATIONSHIPS: EMBEDDED LABORATORIES AND THEIR VARIATIONS
5–2. MULTIPLE COMPANY RELATIONSHIPS
5–3. CHARACTERIZING CHANGE IN CAMBRIDGE
5–4. UNDERLYING ORGANIZATIONAL FACTORS
5–5. THE DYNAMICS OF CHANGE: THE ROLE OF INDIVIDUALS
5–6. SUMMARY AND CONCLUSIONS
CHAPTER 6: THE TOKYO STORY
6–1. ADMINISTRATIVE INITIATIVES
6–2. LOCAL INITIATIVES
6–3. CHARACTERIZING CHANGE IN TOKYO
6–4. UNDERLYING ORGANIZATIONAL FACTORS
6–5. THE DYNAMICS OF CHANGE: THE ROLE OF INDIVIDUALS
6–6. SUMMARY AND CONCLUSIONS
PART IV: FINDINGS AND: CONCLUSIONS
CHAPTER 7: SUMMARIZING THE NATURE OF CHANGE
7–1. NEW TYPES OF PARTNERSHIPS
7–2. THE CHANGING ROLE OF ADMINISTRATION
7–3. CONCLUSIONS
CHAPTER 8: SHAPING CHANGE EXTERNAL AND INTERNAL BOUNDARIES
8–1. TWO DIFFERENT COMMUNITIES: ACADEMICS AND INDUSTRIALISTS
8–2. WHAT DO THE ORGANIZATIONAL BOUNDARIES LOOK LIKE?
8–3. BOUNDARIES AS REFLECTING HISTORICALLY FORMED VALUES
8–4. CHARACTERIZING THE PROCESS OF INTERACTION: ENGAGEMENT
8–5. CONSEQUENCES OF ORGANIZATIONAL BOUNDARIES
8–6. INTERNAL BOUNDARIES: DISCIPLINES, ACADEMICS AND ADMINISTRATORS
8–7. CONCLUSIONS
CHAPTER 9: DYNAMICS OF CHANGE: THE ROLE OF DIALECTICS AND STORYTELLING
9–1. DEVELOPING A RATIONALE FOR JOINT ACTION: ACOVER STORY
9–2. PARTICIPANTS: INDIVIDUAL SUB-STORIES OF THEIR ROLES
9–3. SUSTAINING PARTICIPATION: INDIVIDUAL ROLECOMPATIBILITY
9–4. COORDINATING ACROSS EXTERNAL BOUNDARIES: PARTNERSHIP COMPATIBILITY
9–5. COORDINATING ACROSS INTERNAL BOUNDARIES: ORGANIZATIONAL COMPATIBILITY
9–6. BUILDING COMPATIBILITY: DIALECTICS AND SUSTAINED CONTACT
9–7. CONCLUSIONS
CHAPTER 10: CONCLUSIONS
10–1. SUMMARIZING THE FRAMEWORK: ORGANIZATIONAL BOUNDARIES AND STORYTELLING
10–2. THE MIT WAY REVISITED: ORGANIZATIONAL COMPATIBILITY FOR AMPLIFYING STORIES
10–3. THE CAMBRIDGE PHENOMENON REVISITED: COMPATIBLE STORIES THROUGH SUSTAINED DIALECTICS
10–4. THE TOKYO STORY REVISITED: STORY TELLERS WITHOUT POWERFUL STORIES
10–5. IMPLICATIONS

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Tags: University Industry, Partnerships, MIT, Cambridge, Tokyo Storytelling, Boundaries, Sachi Hatakenaka