Are you interested in this topic? Sign up for our newsletter.
University-industry collaboration: A closer look for academic leaders
University-industry collaborations are expanding, with a focus on partnerships that achieve shared goals and deliver impactful results. Discover why they are important, the factors contributing to their success, how to find the right partners and more. Updated June 30, 2025
University-industry collaborations have expanded in recent years, reflecting a shifting landscape across higher education worldwide. As many universities face changes in government funding and shifting priorities, there is a renewed focus on partnership models that go beyond traditional boundaries. This momentum is evident not only in well-established leaders but also across a diverse range of institutions adopting more innovative and engaged approaches. Many are inspired by the growing concept of fourth-generation universities, which emphasize collaboration to promote societal benefit as well as academic excellence. Together, these forces are helping more universities and industries work toward shared goals — solving complex challenges, advancing knowledge and creating meaningful impact.
This guide explores university-industry collaboration, examining its key characteristics, the perspectives of both sectors and the factors that drive successful partnerships. Additionally, it offers practical advice on identifying and connecting with the right collaborators.
What is university-industry collaboration?
Our university is committed to excellent teaching, innovative research, and the personal and intellectual growth of its students in a diverse academic community.
Above is a mission statement from a prominent U.S. research university, Northwestern Universityopens in new tab/window. It is typical of most in affirming a strong commitment to it's students and the academic community. While the traditional focus of universities is education and the creation of new knowledge, recent years have brought a new, additional emphasis on technology transfer, entrepreneurship and collaboration.
On the other hand, the primary purpose of corporations is to deliver shareholder value or, for startups, to provide returns to their investors. Success in the market is the ultimate marker of success in the business world.
Innovation is, however, critical to both sectors.
While academia and industry each bring their own perspective to innovation — with universities focusing on research-driven discovery and industry driving market-focused applications — the two approaches are closely connected. Industry relies on the foundation of academic research to fuel its advancements, making collaboration essential.
Today, both sectors recognize the need to be strategic about intellectual property (IP), especially in areas where competition and economic interests are strong. Universities and companies alike are increasingly cautious about what they share publicly, shaped not only by commercial interests but also by heightened concerns around national critical technologies and geopolitics. This shift, especially noticeable in many Western countries over the past decade, has led to greater alignment between academia and industry in how they protect and manage innovation.
With different goals at play, can they truly find common ground for shared success?
While universities and industry often have distinct goals — universities tending to focus on education and research excellence and industry aiming for practical, market-driven results — these objectives are closely linked through the pursuit of innovation and societal benefits. Sometimes, these different aims may seem to lead to misalignment; however, when successfully managed, the collaboration between the two sectors becomes highly productive and rewarding for all involved, as well as beneficial to the public good.
Collaboration is thriving. The chart below shows that, according to Scopusopens in new tab/window, the global number of papers co-authored by a research institution and an industry partner is on a steady rise. These relationships are valued by institutions not only for their potential to increase competitiveness and financial health, but also for their role in driving real-world impact. Such partnerships enable both sectors to tackle cross-border challenges, spark scalable growth and address complex societal needs — outcomes that benefit from the shared strengths each partner brings.
Crucially, these collaborations work because each side brings complementary capabilities. Industry frequently identifies pressing real-world problems and provides context and resources to solve them. Universities contribute creative approaches, breakthrough research and a breadth of skills that often lead to innovative solutions. This combination enables discoveries that neither could accomplish alone, with benefits that extend far beyond each party to society as a whole.
Academic-Corporate co-authored publication growth 2015-2019.
What are the different forms of university-industry collaboration?
Imagine two researchers — one from a biotech start-up and another from a large university medical research lab — meet at a conference. They discover they have similar research interests and share research and subsequently jointly publish papers. Serendipity can be a powerful force in driving innovations. This collaboration might start with a simple interaction, but it is also one that leads to fruitful discoveries.
In contrast to taking advantage of a serendipitous opportunity, many university and industry collaborations follow a more orchestrated and formalized approach. You will often find joint appointments for faculty and industry staff, wherein they serve dual roles on campus and within the company. Researchers can also take sabbaticals to stay with their partner institution for an extended period, while students mentored by these researchers can enter the workforce through internships.
Now, examine the idea of a much broader engagement between a university and an industry partner. This collaboration is often a strategic partnership with the most senior levels in university leadership taking part. An example of this is the relationship between the University of Cincinnati and Procter & Gamble.
Dr. Philip Tayloropens in new tab/window, former Assistant Vice President, Office of Research at the University of Cincinnati and current President of Philip H Taylor, Environmental Consulting, shares his unique perspective from both the industry and university sectors. He sees the advantage of these agreements as bringing large-scale problems to the university, which has the infrastructure, the architecture, and the right person(s) to work on it. And, for the university, the agreement brings substantial industry funding.
There are examples of these collaborations around the globe.
According to Dr. Luigi Occhipintiopens in new tab/window, Director of Research at the University of Cambridge, he often sees collaborations in the engineering department that start small and grow. He cites Dyson as an excellent example. In 2016, Cambridge and Dyson jointly opened the Dyson Centre for Engineering Designopens in new tab/window.
There are also examples from the industry perspective, such as the BMW Group'sopens in new tab/window approach to strategic partnerships with universities and research institutions. BMW has developed significant collaborations that focus on innovation and talent development. In a webinar titled, “Unveiling impact pathways through cross-sector collaboration and innovationopens in new tab/window,” Philipp Janello, the Academic Relations & Innovation Politics lead for the BMW Group, explains,
When we think about impact in collaborations, it goes beyond transferring scientific findings to actual product advancements. It’s also about tapping into academia’s objectivity and talent for innovation. This is critical, especially as technology evolves exponentially while organizational learning progresses more linearly.
Government plays a role in university-industry collaboration.
Often, these types of organization play a role in stimulating collaboration. Their involvement has generally been increasing but can vary significantly by country. Three-way partnerships between Industry-Government-University are sometimes called Triple Helixopens in new tab/window.
In "Why two heads are better than one: the power of university-industry collaborationsopens in new tab/window," an episode of the Research 2030 podcast, Dr. Tony Boccanfusoopens in new tab/window, President of UIDPopens in new tab/window (University-Industry Demonstration Partnership), noted that, in the United States, the government's role has been relatively hands-off, but that trend is changing globally.
Listen in his own words.opens in new tab/window
Listen to our podcastopens in new tab/window
According to Dr. Occhipinti, one example of a public funding agency is the Engineering and Physical Sciences Research Council (EPSRC)opens in new tab/window in the UK supporting the Centers for Doctoral Training programs for university PhD students, often also supported by industry partners.
A Chinese director of medical research described a broad, multi-year agreement between a pharmaceutical company, a university and the Chinese Academy of Sciences as an example of a helix arrangement.
While the Triple Helix model — bringing together industry, government and universities — is common in many regions worldwide, it is less prevalent in the United States, though it is gaining momentum. In the US, direct ties between universities and industry remain the primary approach, especially in the IT and engineering sectors, where venture capital and regional hubs play a crucial role.
An intriguing example of a successful government program to encourage these collaborations in the US is the National Cancer Institute (NCI) Alliance for Nanotechnology in Canceropens in new tab/window. According to their websiteopens in new tab/window,
The Alliance model for translational research is that discoveries made in academic laboratories are handed off to for-profit partners for efficient development into research and clinical products. Alliance members have been eager to bring their technology to the clinic, forming over 100 start-up companies and partnerships with existing biotechnology firms. Many of these start-ups are thriving and now offer products, research, or consulting services to the academic and clinical communities. Others have attracted significant investment from large pharmaceutical companies and venture capital funds.
Why are university-industry collaborations important?
The executive summary of the United Kingdom’s review of university-industry collaboration, “The Dowling Review of Business-University Research Collaborationsopens in new tab/window” states:
Strategic business-university research collaborations provide a myriad of benefits to their participants. For academics, these benefits can include the opportunity to address challenging research questions with real-world applications, see their research have tangible impacts and gain access to new skills, data or equipment. Companies can improve business performance through developing new techniques or technologies, de-risk investment in research, and extend the capabilities and expertise available to the firm.
According to the "Researcher Guidebook: A Guide for Successful Institutional-Industrial Collaborations" published by UIDPopens in new tab/window,
Both institutions and industries have much to gain from these collaborations since they promote the discovery of new synergies and models that promise mutual potential for ROI. For companies, partnering with institutions provides access to expertise and research that spurs innovation, extends their resources, and sharpens their competitive advantage. For non-profit institutions facing tightening federal budgets — which have created funding gaps in even the top laboratories, collaborations with industry offer promising revenue streams, effective ways to keep abreast of changing market and industry dynamics, and increased competitiveness in pursuing federal funding opportunities.
The potential benefits of collaboration between universities and industry include:
Better potential for societal impact
Better individual opportunities and outcomes
Employment opportunities for PhD and Post Docs
Increased funding and diversification of sources
Economic development potential
Availability of public-sector funding for projects
Improved industry competitiveness
Progress toward governmental goals
Greater citation impact
A notable example of university-industry-government collaboration
In this brief video, Mary Spongberg, Senior Deputy Vice Chancellor (Research) of Southern Cross University in Australia, discusses how her university's partnership with local organizations is tackling flood risk in Lismore. Taken from her interview at the Times Higher Education World Academic Summit in October 2024, she highlights the Living Lab initiative — an innovative collaboration among universities, government, industry and the community — focused on real-world flood mitigation and enhancing community resilience.
Insights on Impact: Interview with Mary Spongberg
Insights on Impact: Interview with Mary Spongberg
Potential benefits of collaboration
What role does university-industry collaboration play in achieving these outcomes or goals? We explore each of these benefits in the questions here (click each question for additional insights).Globally, governments and citizens look to universities to solve the problems facing society through their education and research activity.
As we learned earlier, universities are good at fundamental discoveries, and industry is good at translating those discoveries. One way for universities to provide societal impact is to partner with a corporation or other business to develop a discovery into something that society can use.
According to Boccanfuso,
The private sector recognizes these opportunities to partner with the universities, to leverage their efforts where you get this co-creation model, where everybody brings something to the table.
Mary Spongbergopens in new tab/window, Senior Deputy Vice Chancellor (Research) of Southern Cross University in Australia, effectively articulates Boccanfuso’s point while discussing the meaningful ways they collaborate with universities, industry, and their local community to create a real-world impact. In a recent interview (see video above), she discussed mitigating flood risk in the region through a strategic partnership.
One of the primary purposes of higher education is preparing students for career success. When a university works with an industry partner, it can offer opportunities beyond the classroom or research lab, from guest lectures, industrial supervision and internships to research partnerships.
In a 2024 Harvard Business Publishing article by Kenneth R. Lutchenopens in new tab/window, Senior Advisor to the President of Boston University, he discusses the importance of curricula evolving alongside advancements in technology. He emphasizes that a new model for academic collaboration with industry is crucial for ensuring students graduate with hands-on experience, making them workforce-ready.
It goes beyond just building real-world facilities and includes the creation of sustainable partnerships with a consortium of companies from a variety of industries. Representatives from those participating companies serve on ongoing advisory boards charged with providing real-time input on the critical technological skills students will need in their careers.
The UIDP Researcher Guidebookopens in new tab/window also speaks to the career pipeline corporate partnerships can create for graduates:
The opportunity to participate at some level in a company-sponsored project allows students to assess potential industries and companies and build relationships that can lead to career development.
Dr. Philip Tayloropens in new tab/window reports that one of their corporate partnerships helped their graduates achieve this goal.
Collaboration brings advantages that go beyond students to benefit faculty and staff as well. Individuals who aren't currently seeking new positions externally can still take on new roles on campus. Technical personnel from the partnering organizations can also benefit from professional development as part of their collaborative contributions.
Arno Meerman, founder of the UIINopens in new tab/window, explainsopens in new tab/window:
If we have the right agreements in place, the right frameworks in place, we have the right support systems. [University-Industry Collaboration] doesn't hinder publications. It actually accelerates them and makes them more impactful, and thereby also accelerates an academic's career.
It leads to personal benefits as well for an academic through conducting impactful research. Our research has shown it leads to an increase in satisfaction, provides more meaning and inspiration for an academic, new insights for future research contributions, contributes to teaching and leads to a feeling of being connected.
The Kauffman Foundation's study on MIT opens in new tab/windowhighlights the significant entrepreneurial impact of its graduates. According to the report, "MIT alumni have founded 25,800 companies, generating annual revenues of approximately $2 trillion." This remarkable contribution underscores the often-overlooked role of talented university graduates and researchers in driving innovation and starting new businesses, showcasing that economic growth isn't solely reliant on existing large firms.
Most government funding is not increasing. Researchers and research institutions are looking for additional funding, and corporations can provide a good alternative.
The desire for more diversified funding sources is widespread among universities, with 81% of academic leaders identifying it as a priority. While diversified revenue streams are seen as essential for building resilience in uncertain economic conditions, it is important to acknowledge that industry funding alone is unlikely to bridge the gap. Historically, industry funding has remained steady at around 6% of total research funding and is not increasing, meaning it cannot compensate for the decline or stagnation in government funding.
Corporate funding can come in many forms — there are almost as many examples of funding from industry partners as partnerships. They can range widely in size. According to Dr. Taylor,
Researchers are interested in a direct relationship with somebody in industry on a problem with mutual interest. They might have monthly meetings, and you develop the relationship. A project might go on for a year, and the researcher might get $100,000. It's a nice program, and you're going to publish the work with your colleague in industry.
In Urban Studies scholar Karl Seidman's book, "Economic Development Financeopens in new tab/window," he defines economic development as:
A process of creating and utilizing physical, human, financial, and social assets to generate improved and broadly shared economic well-being and quality of life for a community or region.
If local companies work with local universities within a given region, that encourages the region's economic development.
There are various initiatives to encourage universities to consider themselves part of a community and engage with that community. One example is the Association of Public Land-Grant Universities (APLU) in the US. According to their websiteopens in new tab/window,
Public research universities are engaged in their communities and regions, tackling societal challenges, creating great places to work and live, and advancing economic growth and prosperity. Universities partner with community organizations, state and local government, entrepreneurs, small businesses, major corporations, and economic development organizations.
Some universities highlight their researchers and research facilities so local businesses can partner with them for research. One way to accomplish this is through a research portal, such as Pure, that showcases what the university offers.
According to UIDP's "Researcher Handbook, A Guide for Successful Institutional-Industrial Collaborationsopens in new tab/window," government mandates encourage universities to seek industry partners. The guide references US funding:
The federal agencies that fund most research (e.g., National Institutes of Healthopens in new tab/window, National Science Foundation, Department of Energyopens in new tab/window, Department of Defenseopens in new tab/window, National Aeronautics and Space Administrationopens in new tab/window, Department of Agricultureopens in new tab/window) encourage proposals that include collaborations with industry. Some federal programs require an industry partner to qualify for funding.
Public-sector funding to aid university-industry collaborations can come from proposals to these agencies or through the work of non-governmental organizations, as well as through programs like the National Science Foundation's Directorate for Technology, Innovation, and Partnerships (TIP)opens in new tab/window. TIP's mandate includes developing innovation and growth in specific regions, as well as speeding up technology development and building skills relevant to emerging fields.
In addition to the priorities noted above, focused on universities, there are notable benefits for companies that share research projects with academic institutions.
These benefits include strengthening collaborations between companies and universities to leverage jointly developed IP. Many R&D-intensive firms conduct up to 90% of their published research in partnership with academic institutions, highlighting the strategic and commercial value of these programs. The IP, products and processes generated through these efforts empower businesses to achieve market success, driven by innovative thinkers.
Add this to the potential to recruit new employees from campus and the ability to train technical staff through their collaborative work, and the benefits from the industry side become clear.
National governments are another group that stands to gain from collaboration. The UK's National Centre for Universities and Business stated in its State of the Relationshipopens in new tab/window report that the collaboration between industry and academia is a contributor to achieving the government's five missions.
The report did caution, however, that more direct action may be necessary to maintain a strong relationship. Evolving practices may not be keeping pace with a downward trend in British collaborative projects, making it harder to realize the identified advantages.
Ask Google the question, "What is the most impactful paper of the 21st century," and the AI Overview shares that "The 21st century's most impactful paper, based on citation count, is Microsoft's 2016 report on "Deep residual learning for image recognition". The traditional academic way of measuring impact is by publishing your research and seeing how many other articles cite that research: the more citations, the more impact.
Building effective collaborations is often a way to raise the profile and impact of a publication's citations. We analyzed the citation impact worldwide using a field-weighted citation impact metricopens in new tab/window.
In the graph, "Field-weighted citation impact per region" displayed below, for every region, research published with academic-industry co-authors (left-hand bars) had a higher citation impact on average than research published without academic-industry co-authors (right-hand bars). Researchers should feel empowered to pursue these collaborations for all their advantages.
Field-weighted citation impact and academic-industry collaboration
As shared in the question above and reflected in the graph below, research published with academic-industry co-authors (left-hand bars) shows a higher field-weighted citation impact when compared to research published without academic-industry co-authors (right-hand bars).
Source: Based on SciVal data (June 2025)
What factors contribute to successful collaborations?
Unfortunately for departments seeking direction, this is a simple question without an easy answer, although Dr. Lesley Thompsonopens in new tab/window, Vice President at Elsevier and former Programme Director at the Engineering and Physical Sciences Research Council (EPSRC), the largest of the seven UK research councils, sums it up nicely:
You're in it for the long term, and you are generous in your relationship.
At the beginning of this guide, we acknowledged the different missions and agendas of both higher education institutions and the private sector. Dr. Thompson suggests that the most successful collaborations often begin small. This is an important point. Most benefits of these collaborations develop over years, not months. Productivity might decrease before it improves and then remains high for a long time. However, if both sides see the potential for a long-term partnership and share and communicate broadly, then the likelihood of success is greater.
Another critical aspect of successful collaborations is previous experience with a partner or a shared research agenda.
A few well-known examples of strategic partnerships
There are many successful and impactful examples of strategic partnerships to look to as examples, including:
Rolls-Royce and their partnership with numerous universitiesopens in new tab/window, such as Cambridge, Oxford, Sheffield and Cranfield
How can a university find an industry partner?
According to industry leaders, the two most important aspects they look for when starting a new project are a university partner:
With a shared history of successful collaborations
Working in the same research areas with a similar research agenda
What role does government play in university-industry collaborations?
Collaboration between universities and industry partners is increasingly more than a collaboration between two groups. Government departments, agencies and organizations play a role in facilitating these projects by providing funding and resources, among other forms of support.
The end goal of these government projects is to foster partnerships that drive innovative solutions to societal challenges while boosting the competitiveness of both industry and academia. While the degree of government involvement may vary across sectors and countries, most governments actively aim to catalyze university-industry collaborations, regardless of the specific innovation model in place.
US examples of these projects in action include:
The Engines program by the NSF TIPopens in new tab/window directorate, coordinating university and corporate partners for tech acceleration and industry building.
The creation of Tech Hubs by the Department of Commerce's Economic Development Administration (EDA)opens in new tab/window, bringing together universities and industry participants to boost specific areas' competitiveness and innovation.
The Organisation for Economic Co-operation and Development (OECD)opens in new tab/window has seen an uptick in government spending on research and development generally. Across national lines, while the US currently maintains its lead in R&D spending by business and higher education, China now spends 1.6 times as much on government R&D as the U.S.
This overall blending of government, academia and commerce is part of the concept of fourth-generation universitiesopens in new tab/window. Institutions that embrace this model will act as magnets for skilled researchers, who will remain in the region to contribute to both innovation and commercialization.
Conclusion
University research units and industry can help one another in numerous ways, and fostering collaboration between these parties is beneficial for all sides. In fact, these partnerships are a fundamental factor in solving global challenges, both large and small. From research advancement to societal progress, the outcomes of joint projects can create a significant and far-reaching impact.
At times of change affecting the world of research and development, particularly at the university level, it's essential to strengthen the collaborative ties between universities and their partners, including industry sources. From top research-intensive universities to smaller institutions with a narrower focus, leaders should be seeking and strengthening these beneficial partnerships.