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產學合作之價值創造與交換：「教學－研究－服務」整合個案之歷程與反思
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Academia-Industry Collaboration: Reflections on a Case Study and
its Research Process through the Integration of Teaching, Research,
and Service
1. Research Purposes
In the field of general management, practically oriented industry-based research has
long proven unpopular. However, such research integrates teaching, research, and service;
also allowing researchers (i.e., business school professors) to work for the benefit of
academic knowledge, society, and industry. University professors are expected to fulfill three
major responsibilities: teaching, research, and service. To students, a university professor is
an educator who delivers knowledge and help solve problems. To research colleagues, a
university professor is a skilled investigator engaged in knowledge creation and provide the
exchange of knowledge within the academic community. To community members, a
university professor is an administrator and contributor both within a given academic
institution and to the broader external community. In sum, the career of a university
professor is composed of teaching, research and service, and the creation and exchange of
value within the academic profession. However, finding a balance and creating synergies
among these three responsibilities has proven to be challenging for many university
professors, particularly those in the field of management.
This research will demonstrate how a management professor can start with a practical
phenomenon to conduct a consistent, long-term collaborative research project with industry
and interest group communities from the perspectives of value creation and value exchange.
Moreover, it will demonstrate how such a project will, almost undoubtedly, lead to the
successful integration of teaching, research, and service, to the overall benefit of the scholar.
We will explain how an engaged, cross-sector strategic plan results in industry-university
value creation and value exchange. In addition, the challenges of integration and
implementation will also be discussed.
2. Approach and Methodology
Although some scholars have identified a need to bridge the gap between industry
practice and academic theory (e.g., Antonacopoulou, 2010a; Antonacopoulou et al., 2011),
the processes by which this gap may be bridged remain largely unexamined. We borrow the
diamond framework, with its five strategy elements, from Hambrick and Fredrickson (2005),
Sheng-Tsung Hou
, Professor, Graduate institute of Management of Technology, Feng Chia University