Serdal Temel Pelin Demirel Vadim Grinevich Jeremy Howells Stratos Ramoglou Institution name or logo Role of TTOs in Turkish Entrepreneurial Ecosystem Institution Logo ID: 600390
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Mine Karatas-Ozkan &
Serdal Temel Pelin Demirel, Vadim Grinevich, Jeremy Howells, Stratos Ramoglou
Institution (name or logo)
Role of TTOs in Turkish Entrepreneurial EcosystemSlide2
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Research project
British Academy Newton Fund sponsored project on role of TTOs in building entrepreneurial universities in emerging markets, with a focus on Turkey.
Collaborative project between
Ege
University and University of Southampton.
Qualitative part of the study includes interviews with
31 TTO executives across public and private universities in Turkey. Slide3
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Scholarly and practitioner attention
TTOs in universities that are committed to commercialization from research base.
Emerging market context: institutional arrangements are made and structures are built to design entrepreneurial universities.
We explore how TTOs play an active role as legitimate institutional mechanisms in an entrepreneurial ecosystem of an emerging country, Turkey, by responding to pressures from multiple stakeholders. Slide4
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Our focus and underpinning research question
How do TTOS build legitimate relationships and operate effectively within an entrepreneurial ecosystem of universities whereby multiple stakeholders, such as academics, university management and industry representatives exist with often divergent goals and logics?
Effectiveness of TTOs amplify the impact of entrepreneurial capacity within universities. Slide5
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Preliminary findings
REGULATIVE PILLAR:
Application of IP policy:
Lenience in application of IP
policy
Lenience in performance evaluations of
TUBITAKLenience in implementation of programmesSlide6
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Preliminary findings
REGULATIVE PILLAR:
Leniencies in control
mechanisms
Regulation shortages in disseminating license income to
academics
Instability in implementation of support programmes Slide7
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Preliminary findings
NORMATIVE PILLAR:
Culture/establishment mission of universities (theory vs. applied orientation)
Risk
averse
cultural characteristics
Clientelism culture
Lack of collaboration/project cultureSlide8
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Preliminary findings
COGNITIVE PILLAR:
Prejudices of academics to benefits of
university-industry collaboration
Prejudices of industry partners to benefits of
university-industry collaboration
Academic and industry experience of TTO managersSlide9
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Key challenges
Financial concerns:
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Need for private funds rather than governmental support (for sustainability)
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Patent costs
-Recruitment costs of qualified personnel Qualified human resources:-Need for qualified human resources in TTOs
-Need for qualified human resources in universities Slide11
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Initial recommendations
Holistic strategic approach to university-industry partnership
Need for a dynamic approach by engaging all parts of university
Communicating success stories: advertising patents,
licences
etc. Increasing awareness of academics: perception Increasing student awarenessSlide12
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Implications
for policy and practice
TTO specific strategies:
Adoption of unique models and structures
Networking of TTOs/TTO managers: Need for an umbrella
organisation
/association Strategic approach in increasing awareness: highlighting international collaborationPushing government for entrepreneurship certificates
Knowledge accumulation and disseminationSustainability orientation Slide13
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Implications
for policy and practice
TTO specific strategies:
Breaking prejudices in academia and industry
Building common language between partners
Determining shortcomings/limitations of support
organisationsIndustry specific strategies:
Strategic approach to sector Slide14
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Implications
for policy and practice
Academia-specific
strategies:
Expanding responsibilities of TTOs
Catering for diverse needs of academics with different disciplinary backgrounds and different profiles: Bespoke engagement
Academic co-ordination system Dissemination/communication activities
Building shared platforms for academics and industry Supporting role models