Inside the mind of the business collaborator: Experience, motivations and impact

While much attention is given to how universities can engage more effectively with business, less is known about the characteristics of businesses that initiate and sustain collaboration with academic partners. Yet, just like their academic counterparts, those on the business side vary significantly in their readiness, motivations, and capacity to engage.
Understanding the profile of the “business collaborator” is essential for universities seeking to build long-term, mutually beneficial relationships. It enables more strategic targeting, tailored engagement approaches, and realistic expectations of what collaboration can deliver, particularly in different sectors and organisational contexts.
This visual summary presents insights into the behaviours of business collaborators. Most work with multiple universities, sustain long-term partnerships, and are motivated by trust, innovation, and access to talent^[1].

Organisational characteristics and collaboration readiness

Business collaborators in university–industry partnerships exhibit a range of characteristics that influence their readiness and capacity to engage. Firm size and internal capability are central: large companies with dedicated R&D units and a high proportion of graduate-trained staff display higher absorptive capacity, enabling them to recognise and exploit external research more effectively^{[2], [3]}. These organisations typically have more resources, longer planning horizons, and formalised innovation strategies, all of which contribute to their ability to partner consistently with academic institutions. High-tech SMEs, although resource-constrained, compensate through agility and informal knowledge networks such as staff training and networking events^{[2], [4]}. Conversely, low-tech firms often lack such capabilities and may require targeted incentives or brokerage support to identify and approach academic partners^[5].
This reflects the broader literature on absorptive capacity, which suggests that firms must possess a baseline level of internal capability in order to effectively engage with and apply externally generated knowledge^{[6], [7]}. Smaller firms, particularly SMEs, often lack such capacity and may struggle to navigate university systems or identify appropriate academic partners^{[8], [9]}.
Sector matters too. Certain industries—such as energy, utilities, and manufacturing—show a higher propensity to collaborate with universities, often due to their dependence on R&D, regulatory drivers, and the need for specialist knowledge^[1].

Motivations: Innovation, talent, and reputation

For business collaborators, the primary motivation is innovation. Engagement with universities offers access to cutting-edge research, specialised laboratories, and talent pipelines, which can enhance a firm’s competitiveness and accelerate product development^{[1], [10]}. Collaboration allows companies to share R&D costs and risk, while gaining early insights into emerging technologies and co-developing prototypes or patents^{[3], [11]}. Talent recruitment is also a strong driver, as joint projects serve as de facto recruitment channels for highly skilled graduates^[3].
Crucially, businesses that engage with universities tend to do so on their own initiative. Just under half of collaborating firms report that they themselves initiated the partnership, often driven by innovation managers or internal champions who recognise the strategic value of external knowledge.
The promise of applied research outcomes and exposure to cutting-edge thinking are also key motivators. Unlike one-off transactions, meaningful collaboration tends to emerge when there is alignment between university expertise and the business’s medium- to long-term innovation agenda.

The role of relationships and proximity

As with academic collaborators, business professionals cite the importance of relationships and trust in enabling engagement. Proximity plays a major role—most collaboration occurs at the regional or national level. This reflects both practical considerations (e.g. ease of meetings, shared regulatory environments) and the importance of cultural alignment.
Businesses collaborating with multiple universities—more than 72%—tend to be those with prior experience and internal processes to manage such relationships. They are also more likely to maintain or increase their collaboration over time, suggesting that once the value is demonstrated, continuity becomes part of their strategic operating model.
This aligns with the concept of the “hierarchy of engagement,” in which businesses move from informal, low-risk activities, such as guest lectures or student projects, toward more embedded and strategic forms of collaboration, including joint R&D, co-investment, or co-location^{[12], [13]}.

Barriers: Complexity, culture, and capability gaps

Despite their active role, business collaborators also encounter significant barriers. A frequent challenge is the lack of knowledge about how to engage with universities and navigate their systems. Even in larger organisations, understanding who to contact, what services are available, or how to navigate academic timelines and incentives can be unclear^[1]. Many firms report difficulty identifying suitable academic experts or understanding university offerings^[10].
Cultural differences remain a persistent friction point. Businesses often cite frustration with academic timescales, lack of responsiveness, or perceived misalignment of goals^[14]. These challenges are compounded in SMEs, where capacity is limited and the tolerance for bureaucratic complexity is low.
Furthermore, many businesses express low confidence in their region’s capability to support collaboration, particularly in areas where innovation ecosystems are underdeveloped or fragmented. This underscores the need for regional actors—including universities—to play a convening and enabling role.

References

^[1] Davey, T., Meerman, A., Galán-Muros, V., Orazbayeva, B. & Baaken, T. (2018). The State of University-Business Cooperation in Europe. Luxembourg: European Commission.

^[2] OECD (2019) University–Industry Collaboration: New Evidence and Policy Options. Paris: OECD Publishing.

^[3] Evans, N., Miklosik, A., & Du, J. T. (2023). University–industry collaboration as a driver of digital transformation: types, benefits and enablers. Heliyon, 9(10), e21017.

^[4] Figueiredo, N.L. and Ferreira, J.J.M. (2022) ‘More than meets the partner: A systematic review and agenda for university–industry cooperation’, Management Review Quarterly, 72(2), pp. 231–273.

^[5] Atta-Owusu, K., Fitjar, R.D., & Rodríguez-Pose, A. (2021). “What drives university–industry collaboration? Research excellence or firm collaboration strategy?” Technological Forecasting and Social Change, 173, 121084.

^[6] Cohen, W.M. & Levinthal, D.A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), pp.128–152.

^[7] Chesbrough, H.W. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press.

^[8] Howells, J., Ramlogan, R. & Cheng, S.L. (2012). Universities in an open innovation system: A UK perspective. International Journal of Entrepreneurial Behaviour & Research, 18 (4), pp.440–456.

^[9] Muscio, A. (2010). What drives the university use of technology transfer offices? Evidence from Italy. Journal of Technology Transfer, 35(2), pp.181–202.

^[10] National Centre for Universities and Business (2022) Changing State of Business–University Interactions in the UK 2005–2021.

^[11] O’Dwyer, M., Filieri, R. and O’Malley, L. (2023) Establishing successful university–industry collaborations: barriers and enablers deconstructed. Journal of Technology Transfer, 48(3), pp. 900–931.

^[12] Jaber, S. & Meerman, A. (2025). Building strategic and sustainable university–industry partnerships. UIIN. Accessed via: https://www.uiin.org/2025/04/09/building-strategic-and-sustainable-university-industry-partnerships/

^[13] Davey, T. (2015). Entrepreneurial Universities and University-Business Cooperation: Mission Impossible? Münster: Science-to-Business Marketing Research Centre.

^[14] Galán-Muros, V. & Davey, T. (2017). The UBC Ecosystem: Putting Together a Comprehensive Framework for University–Business Cooperation. The Journal of Technology Transfer, 44, pp.1311–1346.

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Arno Meerman (author) is the CEO at UIIN.
Sarah Jaber (author) is the Director at UIIN.
Pablo Morey (infographic) is a Junior Membership Experience Officer at UIIN.