Organizational Learning through University-Industry Research Cooperation

The purpose of this paper is to describe a PhD research work in progress, which empirically determines organizational learning processes in University-Industry Research Cooperation (UI). Since knowledge is considered to be the most valuable resource of an organization, the management of knowledge has become a central issue in the scientific as well as in the practical field. For industrial companies, one promising source of new knowledge creation is the research cooperation with universities. But still the preservation and transfer of (tacit) knowledge is a major challenge for organizations. Since project work is commonly applied in UI research cooperation, the documentation of tacit knowledge and the transfer of procedural knowledge to other parts of the organization are considered as essential steps towards a learning organization. While research projects bear a high learning potential for individuals and the whole organization, the practical realization of this idea is not fully accomplished yet. One reason is the unanswered question of how to design project work of UI cooperations in a reflexive manner for the purpose of organizational learning. Therefore the research question can be formulated as follows: How should project work in UI research cooperation be designed to foster organizational learning? To answer this research question the author refers to various theoretical fields of research (organizational learning, knowledge management, project management). Since social interaction is considered to be an essential part in project work and tacit knowledge transfer, a qualitative research approach in form of a single case study seems to be adequate. Object of determination will be the institutionalized program of an industry organization which undertakes diverse research and development projects in cooperation with several universities in Germany. In conducting interviews with participants from both organizations and in observing the generation, use and transfer of the project knowledge, the author develops a model of reflexive project work, which can be seen as an advanced version of actual project management in regards of a sustainable use of organizational knowledge. Research results will offer interesting insights into the design of cooperative UI research projects. Implications derived from the research may be useful for scientists in the field of knowledge management and project management as well as to practitioners like project managers or consultants.