Conflict and cooperation: industrial funding of university research

Article Abstract:

Over 100 interviews were conducted with university researchers and people in UK companies to determine how to establish university-industry research links and to manage the connections so that industry can achieve positive results. Research results indicate that academics and those in industry often are critical of each other, but examples do exist of successful relationships. Factors contributing to positive interactions include recognizing that scientists in industry and academia are different. Research results also indicate that positive relationships have resulted when industry and those in academia support open communication, trust, and mutual respect. Additionally, research results indicate that there are four rules corporations should follow to maintain relationships with academics: provide management; discover what academics want; treat academics with respect; and make sincere efforts.

Research, Universities and colleges, Graduate study, Business and education, Industry and education

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The designer's perspective: managing design in Britain

Article Abstract:

The five major areas of professional design include the design of: products; production processes; and corporate identity. The three objectives of design are: functionality; makeability; and aesthetic quality. A series of interviews with 12 design consultancies indicates that British designers believe that British industry is poor at design due to: weaknesses of management; a lack of awareness of the importance of design; and a lack of commitment to the commissioning and implementation of design work. For the successful utilization of design, management must: reach a consensus on design needs; involve design consultants at an early stage; and be realistic about the results of and the resources necessitated by the design process.

Management, Engineering design

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From industrial policy to enterprise policy in Britain

Article Abstract:

The transformation of Great Britain's industrial policy under the Thatcher government is analyzed, especially developments since 1983. The ideological assumptions behind the government's industrial policy, the way in which policy has been implemented, and the policy's influence on public spending are examined. Traditional industrial policy has been displaced by an 'enterprise policy'. The wisdom of this new policy is questioned.

Economic aspects, Economic policy, Industrial policy, Thatcher, Margaret

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