Formation and Performance of International Industry-Academia Collaborative Research Teams

Abstract

International industry-academia collaborative research (IIACR) is characterized by both international and industry-academia collaboration. This unique combination integrates diverse knowledge, fostering innovative research outcomes. However, geographical and institutional distances between industry and academia hinder researcher connections and team formation. Studies on IIACR teams are scarce, and neither the background underlying their formation nor their impact on research performance has been empirically examined. This study provides one of the first empirical analysis of this underexplored area by identifying the background underlying the formation of IIACR teams and assessing their impact on team performance. This study’s significance lies in its unique combination of objective team performance indicators derived from bibliographic data with detailed team formation information obtained through questionnaire surveys, thereby enabling reliable empirical research results. My sample comprised teams with at least one Japanese and one German or American researcher. If the Japanese researcher was affiliated with a firm (university), German or American counterpart was a researcher from a university (firm). A cluster analysis of approximately 160 IIACR teams that published papers between 2017 and 2020 revealed that team formation stems from two primary sources: researchers’ networks established through various channels, and the involvement of university industry-academia liaison offices or overseas subsidiaries and their expatriate researchers. Furthermore, Poisson regression analysis demonstrates that teams formed through researchers’ initiatives are likely to achieve higher team performance, as measured by the citation counts of papers, than those formed through organizational intervention. Based on these findings, I propose policy measures that promote the formation of researchers’ networks, such as support for hosting international conferences and fairs, to help form IIACR teams. I also suggest that intermediary organizations supporting the IIACR can efficiently utilize existing networks among researchers to create promising teams.