Commitment, not cash: Jönköping University’s partnerships for impactful research and education

Within Jönköping University’s (JTH) School of Engineering, the research and education environment SPARK^[1] focuses on knowledge-intensive product realisation. In 2017, JTH management decided to sign up five strategic external partners to support SPARK’s development and ensure industry utilisation. Through internal workshops with our External Relations Council, they identified which companies to approach. This council consists of academics with expertise in external collaboration representing every department within the School. The identified companies were actively involved in both research projects and educational activities at several departments within the School.

Neither JTH nor the companies were aware of the amount of engagement in education and research they took part in.

To become a strategic partner with JTH, companies need to commit and engage in both joint research activities and strategy work.

In Sweden, research funding requires external partners to provide contributions in the form of “in-kind” time rather than cash. The research at JTH focuses on industrial challenges and is conducted through collaboration. At JTH, we have identified three areas of strength for our research:

• Integrated Product and Production Development for Sustainability and Resilience
• Sustainable Materials Manufacturing and Cast Components
• Human-Centred Industrial AI

Within one year we signed agreements with four larger companies in our region: Scania, Husqvarna Group, Kongsberg Automotive, and Fagerhult Group.

Creating structure: How JTH supports long-term collaboration

Early on, we introduced a structured way of measuring how collaboration functioned within research projects with external partners: the SPARK ECG. The ECG is a survey conducted by the JTH internal project manager and with all external partners, giving a snapshot of the current state of each research project. This would signal if the project was experiencing any difficulties and needed management support, or if there were success factors to highlight. Each year, all completed projects are eligible for the SPARK Award, which is given to the project with the best collaboration ratings from companies, based on the ECG results.

Key account persons are identified in both JTH and the strategic partners who meet twice per year to monitor and coordinate joint activities, giving them a complete picture of collaboration. Through these meetings, mutual understanding and trust have developed and we now have identified common interdisciplinary challenges that we want to undertake in research and educational initiatives. 

The SPARK environment is supported by an Operational Team, consisting of the Associate Dean of Research, Head of Collaboration, an Operations Manager, and a Research Coordinator, to coordinate all research projects within JTH and manage the Strategic Partnership Portfolio.

Strengthening partnerships through shared agendas and dialogue

Since the first year of this initiative, we have added several more industrial strategic partners such as SAAB Avionics, SAAB Training, Combitech, and Thule. We have also signed agreements with three strategic nodes, each representing a cluster of small and medium-sized companies, e.g., the aluminium industry organisation Swedish Aluminium.

These nodes play a vital role in identifying emerging trends and challenges faced by smaller companies and allow us to deliver more tailored solutions to our partners.

Below, we outline our annual plan for our touchpoints with strategic partners and where they share their strategic agenda with us:

1. Each spring, the Head of Collaboration and the Associate Dean of Research meet individually with each company and strategic node. These meetings assess the strengths of ongoing collaborations, address any challenges, and outline plans for future activities to ensure continued alignment and impact.
2. In April, the annual SPARK conference is held, which aims to strengthen regional industries, share learnings from strategic partners, and showcase opportunities for partnership with JTH.
3. In September, all strategic partners and nodes come together for a full day of dialogue and workshops. During this session, partners share their vision for industry challenges over the next 5 to 10 years. The insights generated directly inform operational planning and guide the development of future joint projects..
4. In February of the following year, JTH reconvenes with all strategic partners to review progress and follow up on the outcomes of the September workshops. Between September and February, focused efforts take place in smaller working groups to advance specific initiatives, maintaining momentum throughout the autumn and winter months.

Overcoming challenges and building resilient collaborations

The six years that the JTH Strategic Partnerships have been in operation have not been without their challenges. Organisational changes within partner companies, such as restructurings and shifting strategies, have occasionally reduced engagement, with one such instance leading to the termination of an agreement by JTH. Conditions can change over time. Additionally, turnover among key personnel at both JTH and industry partners has made it difficult to maintain continuity and track joint activities effectively. Some academic staff have also expressed concerns about the lack of direct financial contributions, viewing it as a limitation on how funds can be utilised.

Despite these challenges, the initiative has demonstrated numerous successes, which we list below: 

• Strategic partners engage in advisory boards where they can inform the development of educational programs, resulting in graduates who are highly sought after by industry. 
• Adjunct positions where staff are on-site in each other’s operations, regularly holding guest lectures and offer study visits for our students. This also create opportunities for students to do on-site internships at the company or thesis work.
• Partner involvement has enhanced JTH’s credibility with funding agencies, with partners serving as trusted references.
• Strategic partners and nodes share their agendas, providing valuable insight to future engineering demands and guiding research priorities of JTH.
• “We’re not paid, so we’re not bought”. Without monetary agreements, the focus has shifted to genuine engagement and joint action. While companies bear the cost of participating in research activities, this model has enabled partnerships that are based on trust rather than financial transactions, ensuring that JTH’s academic independence remains intact.

Looking ahead: The future of JTH’s strategic partnerships

At JTH we can see that the strategic partnerships have both deepened and broadened our collaborations with partners. We realised over time that finding the ‘right’ partners is crucial; quality over quantity.Wales benefit from our commitment and collaboration.

References

^[1] SPARK, research and education environment at the School of Engineering, Jönköping University. Available at https://ju.se/center/spark/en.html.

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This article is part of The Hidden Engine of Innovation: University-Industry Partnerships in Action, UIIN’s new casebook showcasing 15 stories of successful university–industry collaboration from around the world. Packed with insights, strategies and real-world examples, the full book is exclusively available to UIIN members, but you can download the teaser version here and explore how partnerships are driving talent, innovation and impact.

This case was originally submitted to UIIN’s 2024 Conference by Linda Bergqvist, Cooperation Manager at Jönköping University of Technology, and Stefan Brolin, Project Manager Collaboration – External Relations at JTH School of Engineering, and LisaBeth Sundström, Project Manager Collaboration, Jönköping University, School of Engineering.