Post on 16-Mar-2020
Fostering University Industry Relations
Kazuyuki Motohashi
Department of Technology Management forInnovation (TMI) University of Tokyo
& Research Institute of Economy, Trade andIndustry (RIETI)
http://www.mo.t.u-tokyo.ac.jp/
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Outline of Lecture
• What is “Open Innovation”? And why is it relevantto technology transfer (from university)management?
• Survey of open innovation trends: a case of Japan(RIETI Survey on R&D collaboration)
• Understanding firm’s motivation for R&Dcollaboration
• Technology management strategy in openinnovation era: industry variation
Open Innovation
“Open innovation is a paradigm that assumes that firms canand should use external ideas as well as internal ideas, andinternal and external paths to market, as the firms look toadvance their technology” (Henry Chesbrough, UC Berkley)
Related Concept� R&D collaboration, Joint venture, Licensing
� Technology market (via intellectual property right)
� Technology sourcing (via open market)
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4
What drives the trend from internal R&D toopen innovation?
• Globalization and intense innovation competition:Catching up and growing importance of emergingeconomies (such as BRICs)
• Necessity of innovation speed in order toappropriate rents from R&D
• Importance of scientific knowledge for industrialinnovation: particularly the case for bio-pharmaceuticals
• Institutional changes in science sector: PRIs andnational university reforms (such as US in 1980’s,Europe and Japan in 1990’s)
Implications for Technology LicensingManagement in University
• Very welcome!
• But it is important to understand the firm’sincentives for acquiring external technology(management of “boundary of firm”)– Changing firm’s needs for university technology
– Technology management strategy depends on towhat extent your counterpart well manages openinnovation
– The style of open innovation movement is quiteheterogeneous and substantially different acrosstechnology fields 5
High concentration of R&D activities
ToyotaHonda
Panasonic
Sony
Nissan
Takeda
Hitachi
Toshiba
Cannon
NEC
DensoNTT
FujitsuSharpFuji film
DaiichiSankyo
AstellasEisai
MitsubishiElec.
MitsubishiChem.
Others
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Japan’s national innovation system
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RIETI’s Survey on R&D Collaboration
• Firm level survey on external R&D collaboration: businessto business networks and university and industry linkages
• Data for 2003, 556 samples
• Survey items– Recent trend of external R&D collaboration and IPR licensing
– Factors behind R&D collaboration decision
– Managing the boundary of firm in R&D, internal R&D vsoutsourcing
• Detail results are found as the following sitehttp://www.rieti.go.jp/jp/projects/innovation-system/H15.html
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Japanese system is changing?From RIETI surveyCollaboration with Large firms
12.2
13.0
24.4
38.8
46.0
68.1
11.6
5.6
6.1
2.3
12.8
4.3
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
20 orunder
21-100
101-300
301-1000
1001-2000
2001 orover
5 year s ago
Pr es ent ( i ncr eas ed)
Collaboration with smallfirms
14.9
11.0
16.5
25.2
22.0
51.4
4.2
5.7
4.1
10.3
13.3
5.2
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
20 orunder
21-100
101-300
301-1000
1001-2000
2001 orover
5 year s ago
Pr es ent ( i ncr eas ed)
Collaboratio with universities
23.0
21.0
27.6
46.6
54.0
81.9
10.4
15.3
14.4
9.5
20.5
1.0
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
20 orunder
21-100
101-300
301-1000
1001-2000
2001 orover
5 year s ago
Pr es ent ( i ncr eas ed)
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Understanding UIC activities
Fig. 2 Style of collaboration with university
0% 10% 20% 30% 40% 50% 60% 70% 80%
Use of patent
R&D service(eg. Testing)
Technology transfer
Training
Technology consulting
Research Grant
Contract research
Joint R&D
100 or less
101-300
300-1000
1000 or over
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Factors behind R&D outsourcingReasons why increasing R&D collaboration
67.9
38.1
41.8
14.9
2.2
29.9
8.2
3.0
59.6
27.2
55.1
21.3
16.9
2.91.5
48.5
60.3
41.2
29.9
5.9
51.448.6
36.7
5.5
9.76.7
2.9
11.0
3.7
24.5
8.3
5.94.4
2.0
24.8
10.1
6.46.4 5.5
29.4
0%
10%
20%
30%
40%
50%
60%
70%
Respond
tointense
R&
Dcom
petition
Upgrade
own
basictechnologycapability
Costreduction
ofR&
D
Needs
toaccess
tobasic
science
Policypush
forindustry-science
linkage
Shortageof
R&
Dfund
byow
n
Upgrading
technologyleve
ofcounterparts
Success
inpast
collaborationprojects
Importantfortechnology
standard
Easy
toaccess
counterpartinformation
Large firms
Small firms
Universities
PRIs
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Management of firm’s boundary in R&D
72.0
5.9
31.3
7.9
64.1
13.5
5.9
47.6
16.9
6.7 7.1
18.7
37.7
47.0
4.9
16.2
20.5
5.9
51.2 52.8
10.6
30.3
3.3
32.4
29.332.9
2.2
20.2
5.5
9.3
32.2
28.4
2.2
8.3
46.5
2.3
0%
10%
20%
30%
40%
50%
60%
70%
80%
ProductD
evelopment
project
New
R&
Dsubject
R&
Drelated
tocore
technology
R&
Dneeding
speed
Technology
frontierproject
Core
technology
Basic
science
Costreduction
project
Learning
technologyOwn R&D
With large firms
With smallfirms
With university
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Motivation and underlining hypothesesfor econometric analysis
• Factors behing external R&D collaboration– Intense innovation competition?– Increasing complexity of innovation and the role of
scientific knowledge– Selection and concentration of R&D projects, but it
needs wider technological scope
• UIC’s impacts on research and productionproductivity: greater impact for small firms– Less Not-Invented-Here Syndrome– Focusing on more concrete project (short term benefit)
and greater pressure for commercialization
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Business Environment Change Related toR&D Strategy
4.5
11.5
11.9
16.7
22.3
29.5
37.9
59.2
66.9
0% 10% 20% 30% 40% 50% 60% 70%
Meetmarketneeds
Shoten lead time
Explore new R&D theme
Focus R&D themes
Costreduction
Commercialize own tech seeds
Shiftto applied R&D
Upgrade basic R&D skills
Staffreduction
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Collaboration and R&D strategy
�@�@�@large firms SME and startups �@�@UniversitiesSME LF SME LF SME LF
Shorter development lead time ++ ++Focusing R&D theme -- ++
Reduce R&D cost +Reduce R&D staffs
Explore new technology seeds +++ ++more R&D for application and
development project++ ++
Improving basic technology capability --Market needs for R&D
Commercialization of tech seeds ++ ++ +
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UIC contents by firm size
Smaller firms collaborate with universities for developmentstage project, while larger firms prefer more fundamentaloriented research projects
� � � � � �� � �� � �� � � �� � � � � � �
19.4
13.5
5.4
3.0
10.3
61.3
56.8
51.8
43.9
28.2
37.5
12.9
16.2
32.1
34.8
43.6
43.8
9.1
10.3
9.4
5.4
7.1
9.1
7.7
9.4
8.1
3.2
3.6
3.2
0% 20% 40% 60% 80% 100%
20� � �
21� 100�
101� 300�
301� 1000�
1001� 2000�
2001� � �
1��� ������� ����� 10���� ���� ���������
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all all -1950 1951-70 1971-(1) (2) (4) (5) (6)
lrd 0.276 0.260 0.434 0.183 0.109(7.81)** (7.19)** (5.61)** (3.05)** (2.29)*
lemp 0.250 0.246 0.397 0.315 0.131(6.08)** (5.41)** (3.72)** (3.30)** (2.84)**
cord -0.030 -0.056 -0.131 0.146 -0.169(0.23) (0.45) (0.53) (0.67) (1.06)
univ1 0.377 0.355 0.203 -0.077 0.348(3.21)** (3.05)** (0.95) (0.33) (2.09)*
lage -2.402(4.81)**
lage2 0.360(4.86)**
Constant -1.683 2.302 -4.257 -1.188 0.439(7.10)** (2.57)* (8.51)** (2.83)** (1.30)
Industry Dummies yes yes yes yes yesObservations 450 438 168 134 136R-squared 0.62 0.64 0.77 0.55 0.49Absolute value of t statistics in parentheses* significant at 5%; ** significant at 1%
Research Productivity by Firm Age
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Scientific knowledge and fundamental science atuniversities and PRIs
Commercialization ofnew product
Research Lab.
Business developmentSMEs
Start-ups
Large firm
Commercialization ofnew product
Difference between large firms and SMEsin university industry collaboration activities
Close
tothe
market
Scope of UICScope of UIC
Role of UIC in economicdevelopment : a case of PRC
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IT infrastructure(internet etc.) IPR PolicyLabor market institutions
Product marketcompetition
Financial marketcondition
Firm’s innovativecapability and networks
Universities Public research inst.
Spin-out firms
Innovations
Patent application by type
20Motohashi, 2008
Share of UIC patents by technology
21Motohashi, 2008
Regional Cluster PolicyA Case of Hsinchu Science Industrial Park (HSIP) in Taiwan
ITRI Universities
HSIP Internal Technology
Externality
Silicon Valley
Regional Proximity
International Human capital mobility
(Yang, Motohashi and Chen (2008)
Conclusion
• Growing trend of open innovation leads toincreasing importance of UIC activities anduniversity’s IP management.
• UIC activities spur SME innovation and networkstyle innovation system.
• The role of university in NIS is important fordeveloping countries, where technology level atprivate sector is relatively low.
• Technology development strategy at PRIs (publicresearch institutions) is also important intechnological catching up
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