Contents -- Foreword -- Preface -- List of Contributors -- Acronyms and Abbreviations -- Chapter 1 University-Industry Links: Policy Dimensions -- Innovation Matters More -- Making Policies for University-Industry Links -- National Policies -- Subnational Policies -- Corporate Policies -- Policies of Universities -- Conclusion -- Part I UIL-Related Policies of National Governments -- Chapter 2 Notes on UIL-Related Policies of National Governments -- What Can We Learn from European National Policies with Respect to Research, Innovation, and UILs? -- A Small, Highly Developed, Postindustrial Economy: The Dutch Case -- Chapter 3 University-Industry Knowledge Transfer in Switzerland -- Three Levels of Policy Objectives -- National Case: Switzerland -- Conclusion -- Chapter 4 University-Industry Links and U.K. Science and Innovation Policy -- The Diverse Nature of University-Industry Relationships -- University-Industry Links: A U.S.-U.K. Comparison -- U.K. SET Policy and University-Industry Links: A System Overview -- Science and Innovation Investment Framework for 2004 to 2014 -- Conclusions -- Chapter 5 Universities and Public Research Institutions as Drivers of Economic Development in Asia -- The Latecomer Development Model -- The Role of Universities and PRIs in Industrial Development in East Asia, 1950-2000 -- The Role of PRIs -- From Imitation to Innovation -- The Emerging Role of Universities and PRIs in East Asia -- Generalizability of the East Asian Experience -- Chapter 6 UIL-Related Policies of National Governments: A Synthetic View -- Starting from the Microanalytical View: UILs in a Local but Complex Dynamic -- Starting from the Macrosystemic View: UILs as a Paradoxical Component of the National Innovation System -- UILs as a Driver of National Innovation Systems: The Importance of UIL Policy -- Observations and Questions.

Part II UIL-Related Policies of Subnational Governments -- Chapter 7 The Role of Higher Education and New Forms of Governance in Economic Development: The Ontario Case -- Policy Frameworks for the New Paradigm: Policy Delivery through New Forms of Governance -- Best Practice: Learning Regions, Innovating Economies -- Innovative Approaches to Economic Development in Ontario -- Lessons for Policy: Principles, Institutions, Practices -- Chapter 8 University-Industry Links in the Japanese Context: Between Policies and Practice -- A Brief History of the Japanese Technology Policy -- Some Facts from the History of Tohoku University -- Government-Led UILs -- Conclusion -- Chapter 9 University-Industry Links: Regional Policies and Initiatives in the United Kingdom -- Regional Development Agencies -- Initiatives to Support Collaborative Innovation -- Incubation Centers and Enterprise Hubs -- Long-Term Research Partnerships -- Innovation and Regional Fellowships to Facilitate Academic-Led Commercialization -- Boundary-Spanning Schemes -- Regional Funds for the Development of Spinoffs -- Graduate and Researcher Education and Mobility -- Education and Network Schemes -- Effects of University-Industry Initiatives -- Conclusions and Issues -- Chapter 10 University-Industry Research Collaboration and Technology Transfer in the United States since 1980 -- Historical Overview -- Industry Criticism of U.S. University Licensing Policies and Practices -- Conclusion -- Part III UIL-Related Policies of Universities -- Chapter 11 Building Research Universities for Knowledge Transfer: The Case of China -- National and Local Initiatives to Promote University-Based Innovation in China -- Building World-Class Universities and Industrial Links at Fudan and SJTU -- Conclusion -- Chapter 12 Approaches to University-Industry Links: The Case of the National University of Singapore.

Overview of Singapore's Transition toward a Knowledge Economy -- Effect of NUS's Shift toward the Entrepreneurial University Model -- Conclusion -- Chapter 13 University-Industry Links and Enterprise Creation in India: Some Strategic and Policy Issues -- Spinoffs from Educational Institutions in Two Indian Cities -- R&D, Patenting, and Enterprise Creation: Two Profiles -- Enterprise Creation at IITs: Two Models -- The Incubation Experiment at the Indian Institute of Management, Ahmedabad -- Some Concluding Remarks -- Chapter 14 The Entrepreneurial University: The Idea and Its Critics -- A New Area of Research -- U.S. Experience -- Dissenting Voices from the Corporate Sector -- Use of Disruptive Knowledge by Incumbent and New Entrant Companies -- University Policy Responses in India, Singapore, and China -- Conclusion -- Part IV Corporate Strategies of Multinational Corporations and Small and Medium Enterprises -- Chapter 15 Beyond Absorptive Capacity: The Management of Technology for a Proactive Corporate Strategy toward University-Industry Links -- Modeling Proactive Absorption Mechanism: University-Industry Link Morphology -- Technological Platform for Gatekeeping of New Sciences: TOTO Ltd. -- Organizational Design for Inserting Intermediary Function: Takeda Chemical Industries -- Conclusion: Proactiveness, Reciprocity, and Organizational Design -- Chapter 16 Corporate Strategies in University-Industry Links in France -- Knowledge Transmission -- Knowledge Production -- Knowledge Sharing -- The New Programmatic Law for Research -- Chapter 17 Specific Approaches to University-Industry Links of Selected Companies in Thailand and Their Relative Effectiveness -- Six Case Studies of UILs in Thailand (plus IDEMA) -- Lessons Learned and Best Practices -- Indicators of Effectiveness of UILs -- Index -- Figures.

2.1 An Ideal Virtuous Innovation Growth Circle -- 2.2 National UILs in EU Countries: A Bird's-Eye View -- 2.3 National UIL Strengths and Weaknesses -- 3.1 R&D Contracts by Destination and Receiving Institutions, 2004 -- 3.2 Historical Evolution of Extramural R&D Expenditures -- 3.3 Multinational Enterprise R&D Inward (to the United States) and Outward (from the United States), 1999-2001 -- 3.4 Percentage of Firms with Technology-Transfer Activities by Partners in Suisse Romande, 2004 -- 3.5 Financial Development and Profits, 1996-2000 -- 4.1 University-Industry Interaction Contributing to Innovation -- 4.2 University-Industry Interactions Regarded as Highly Important for Innovation -- 4.3 Use of Sources of Knowledge for Innovation -- 4.4 Sources of Knowledge for Innovation Regarded as Highly Important by Users of That Source -- 4.5 Funding and Performing SET in England: University-Industry Links in Context -- 5.1 National Systems of Economic Learning in East Asia -- 5.2 University Students per 10,000 Population, 1870-1920 -- 5.3 University Students per 10,000 Population, 1950-2000 -- 5.4 GDP per Capita versus Share of Natural Sciences and Engineering Degrees, 2000 or Most Recent Year -- 5.5 Taiwan (China) Closes the Gap in Semiconductors, 1975-95 -- 5.6 Patents Granted, 1975-2002 -- 5.7 Patents Granted, per Million Population, 1975-2000 -- 10.1 Industry-Funded Share of R&D: MIT, Stanford, and UC Berkeley, Fiscal Year 2003 -- 10.2 Gross Licensing Royalties, Fiscal Years 2000-04 -- 10.3 Annual Invention Disclosures, Fiscal Years 2000-04 -- 10.4 Licensing Agreements, Fiscal Years 2000-04 -- 15.1 Technology-Transfer Effective Frontier -- 15.2 Occurrence of Fusion at Takeda of GE and PE Technologies with Organic Chemistry Technologies -- Tables -- 3.1 Main Transfer Mechanisms as Evaluated by the Industry -- 3.2 Obstacles to Knowledge-Transfer Activities.

4.1 The 10-Year Science and Innovation Investment Framework R&D Target -- 5.1 Country Patenting Performance for 5- and 30-Year Periods -- 5.2 The 10-Year Science and Innovation Investment Framework R&D Target -- 5.3 Technology-Transfer Outcomes in Taiwan (China) under the National Science Council, 2000-04 -- 5.4 Top Five Patenting Technologies in Taiwan (China) Supported by the National Science Council -- 9.1 Cumulative Effects of Science Enterprise Challenge and University Challenge Initiative Funds -- 11.1 Major National Programs with an Impact on University Research in China -- 12.1 Stylized Stages of Singapore's Economic Development and National Innovation System Changes -- 12.2 Profile of Changes in NUS before and after Shift to Entrepreneurial University Model.