What’s hindering university-industry engagement? Insights from the UIIN Community

In today’s rapidly evolving landscape, it is clear that university-industry collaboration holds a key potential for driving innovation and societal impact. Yet, despite the shared goals of advancing knowledge and solving societal challenges, many academics find themselves struggling to navigate the complex terrain of industry engagement. What are the main roadblocks that stand in the way of these partnerships? Through insights gathered from our global community, this article delves into the most common challenges that academics face when attempting to bridge the gap between research and practical application. From misaligned timelines to cultural resistance, we explore the key obstacles that hinder effective collaboration and discuss how they can be overcome to foster meaningful, impactful partnerships. 

We hope the resources provided here offer practical guidance to help you navigate and overcome these challenges, whether in your own engagement efforts or within your institution. 

Misaligned timelines 

One of the key roadblocks academics encounter in industry engagement is the distinct difference in timelines between the two sectors. Industry operates in a fast-paced environment, seeking immediate results driven by competitive pressures, while academia’s commitment to thorough research naturally requires more time. This misalignment creates a significant barrier, making it difficult for academics to deliver outcomes that align with industry expectations. Often, when companies approach academics with a problem, the academic response may be a research paper — valuable in the academic context but not in the format or speed that industry demands. This gap in expectations and communication can lead to misunderstandings, difficulties in contract negotiations, and challenges in collaboration. For academics, positioning themselves as attractive partners for industry requires not only aligning research outcomes with industry needs but also adapting to a faster pace of work — an endeavour that can be both challenging and rewarding.

See: Connecting academia, government, and industry for innovation

Lack of formalised structures 

Another significant roadblock for university-industry engagement is the absence of formalised structures within their institutions. Without clear, standardised practices or well-developed internal networks, academics often find themselves navigating a maze of uncertainty. In surveys we have conducted as part our Strategic Partnerships institutional program, more than half of the academics surveyed indicated they did not feel their organisations provided adequate support for external engagement. 

This lack of structure can lead to confusion, both within the university and in interactions with external partners. For academics, this disorganisation hinders effective knowledge sharing and makes it difficult to integrate and sustain partnership activities across large, complex organisations. The absence of these formal structures not only complicates the process of initiating collaborations but also poses challenges in maintaining and scaling these partnerships, leaving many academics feeling unsupported in their efforts to engage with industry. 

See: A blueprint for partnership success: The Swinburne University model 

Demonstrating the value of external engagement 

Communicating the strategic impact of university-industry engagement to both university management and academics can be challenging, especially when collaborating with the corporate sector. Furthermore, there is often a lack of awareness or a clear understanding of what external engagement entails within some universities. This ambiguity makes it difficult to capture and convey the many transformational outcomes that such partnerships can yield, particularly over the long term. However, demonstrating the value of industry collaborations is crucial for identifying future opportunities and driving continued success.  

I often translate to how you work with the outside world, the community, government etc.

Peter Binks, Former Vice President (Industry and External Engagement), Griffith University 

See: Navigating the shifting landscape: Insights from Genevieve Bell on impactful research 

Lack of time  

A significant roadblock for many academics in pursuing industry engagement is the overwhelming demand on their time. University staff are often stretched thin, with their primary responsibility being the delivery of high-quality teaching and conducting rigorous research. As a result, external engagement frequently becomes an additional burden rather than an integrated part of their academic role. For many, finding the time to engage in these activities is challenging, leading to the perception that industry collaboration is a secondary or even optional task, rather than a core component of their work. This time pressure not only limits the ability of academics to initiate and sustain partnerships but also affects the depth and quality of their engagement with industry. 

Recognising and rewarding impact in academic careers

Linked to the lack of time, a significant roadblock for academics in pursuing industry engagement is the lack of recognition and rewards for these activities within academic career pathways. Universities often prioritise metrics such as publication records over contributions to industry collaborations or societal impact. As a result, academics may feel discouraged from dedicating time and effort to external engagement, knowing it may not advance their careers. Addressing this challenge requires a top-down commitment from university leadership to reevaluate and broaden the criteria for academic success, recognising the importance and benefits of industry partnerships. However, many institutions are still struggling to integrate this understanding into their frameworks, making it difficult to create meaningful incentives that encourage and reward academics for their contributions to impact and external engagement. Without these incentives, academics face a considerable barrier in aligning their career goals with the pursuit of industry collaboration. 

See: The recognition and rewards framework at Eindhoven University of Technology

Cultural challenges

There are ongoing cultural challenges when it comes to collaboration in the HEI sector. Many academics are sceptical of terms like commercialisation, valorisation, entrepreneurship, and impact, viewing them as at odds with the traditional values of higher education. This scepticism can be so deep that some feel collaborating with industry equates to “selling their soul”.

Additionally, a significant challenge lies in aligning the expectations and motivations of academic staff with those of industry partners. While academics often prioritise activities that enhance their academic ranking and contribute to their scholarly advancement, industry partners are primarily focused on achieving practical outcomes that yield financial benefits. Although there is a growing recognition, particularly in the UK, of the importance of engagement for societal impact, this shift is often driven by top-down initiatives and may lack genuine, intrinsic motivation from researchers. This misalignment of values and objectives creates a significant barrier, making it difficult for academics to fully embrace and engage in industry collaborations. 

When we encourage academics to collaborate with industry and consider how their research could integrate with company interests, we are essentially asking them a favour. 

Kaisa Still, Business Collaboration Manager, University of Oulu

To address these challenges, it’s crucial to use language that aligns with the core motivations of academics, framing commercialisation and valorisation as pathways to amplify the impact of their research.  

See: How to drive cultural change in universities

Cultivating the right mindset

Encouraging academics to embrace industry partnerships can be difficult, especially in environments where such activities are not traditionally prioritised or valued. Some universities have responded by concentrating their efforts on academics who are already open to external engagement, hoping that their successes will inspire others to follow. Others have taken a proactive approach by prioritising the hiring of staff who already align with the institution’s goals for industry collaboration. However, cultivating a broader, institution-wide mindset that embraces external engagement remains a significant challenge. This roadblock not only hinders the expansion of industry partnerships but also limits the potential impact of these collaborations on a larger scale. 

It’s not a third mission. We have three core parts: research, education, and engagement.  

Charlotte Emlind Vahul, Chalmers University

See: Fostering engaged and entrepreneurial culture at universities

While the barriers to university-industry engagement are real and often complex, they also present an opportunity for transformation. Institutions and individuals alike have a role to play in shaping a more collaborative, impact-driven future. 

For universities, this means taking deliberate steps to align internal structures, incentives, and leadership messaging with their stated ambitions around engagement. This could include starting by mapping existing engagement activities, identifying gaps in support, and embedding engagement more deeply into academic career pathways. 

For individual academics and professional staff, it’s about starting small – exploring collaboration opportunities, leveraging available institutional resources, and connecting with peers who have successfully engaged with industry. 

Ready to lead the change?

At UIIN, we are committed to supporting this transformation. We draw from the lived experiences of our global community to co-create practical resources, tools, and learning opportunities that address these challenges head-on. 

Become part of the UIIN Community: Whether you’re just beginning your engagement journey or looking to take your institution’s collaboration efforts to the next level, UIIN is here to support you. Explore our membership opportunities, and access our training courses designed for academics and professional staff who want to create real-world impact through collaboration.

Tasha Day (author) is a Project officer at UIIN, where she undertakes research activities and creates content on a wide variety of topics including entrepreneurship education, sustainability and research valorisation.