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Most R&D resources in China were allocated to public research institutes/universities until the economic transition of the mid 1990s. To maximize the return from these resources, it is important to have a healthy collaboration between industry and research institutes/universities on industrial innovation. This paper examines that relationship and discusses some empirical evidence on its efficiency with particular reference to industry in Beijing. Following a survey of 950 industrial enterprises, the influences of the collaboration relationship on industrial innovation were analyzed. The main findings indicate that the technology novelty of industrial innovation is positively related to that relationship, i.e. the more the collaboration, the higher the technology novelty of the innovation. However, the collaboration relationship is less efficient in terms of economic performance indicators such as innovation sales and profit ratios, to measure innovation. Moreover, the collaboration relationship is still far from efficient in stimulating industrial innovation in China. The major barriers to successful collaboration have also been addressed in this paper with the aim of devising policies and suggesting possible improvements to collaboration efficiency. [ABSTRACT FROM AUTHOR]

Firms increasingly consider external technology commercialisation (ETC) - the commercialisation of technology assets - as an important part of their strategies. ETC goes beyond the marginal activity of commercialising residual technologies, yet prior research has not systematically analysed its monetary and strategic benefits, nor has much been published about the process of managing ETC. Accordingly this paper offers a classification of ETC objectives based on case studies of 25 technology-oriented companies. A detailed segmentation of the process of managing these projects is established by focussing on large industrial companies whose main business is internal technology exploitation (i.e. the application of technologies in their own products and/or services). Based on these classifications, four types of external technology exploitation projects are identified and the different managerial challenges are described along the process segmentation. [ABSTRACT FROM AUTHOR]