Principal-agent relationships in the entrepreneurial university: A case study of Australian and New Zealand university technology transfer offices in life science innovation

Abstract

In recent decades, entrepreneurial universities have established technology transfer offices (TTOs) to manage the intellectual property (IP) developed by university academics. At the same time, multinational companies (MNCs) in the life sciences are seeking IP from universities to supplement their product development pipelines. In this environment, TTOs play a crucial role in increasing the effectiveness of knowledge transfer, by brokering relationships between universities and MNCs. While entrepreneurial universities and open innovation fosters greater global innovative capacity, some players are disadvantaged. Universities in Australia and New Zealand (ANZ) face challenges in engaging with MNCs due to geographic remoteness. However, not much is known about TTO-MNC engagement in the context of non-proximity. This thesis addresses this gap. The thesis also adds to theoretical knowledge. Previous studies have focused primarily on the nature and conduct of principal-agent relationships in the context of corporate governance. This study therefore extends knowledge about TTO effectiveness in conditions of non-proximity, and principalagent theory in the context of non-corporate relationships. A multiple case study of three TTOs based in ANZ employed interviews with TTO senior executives and functional managers, supplemented with participant observations within an intermediary firm, and secondary data. Key findings were that for TTOs, money is not the main focus, but remains an important requirement for continued function. Rather, TTOs are invested in making an impact, maintaining their reputation and the university’s reputation and building trust through long-term relationships with academics and MNCs. TTOs look to understand MNC needs and established de-risking investment schemes to increase value and appeal of assets. However, TTOs experience issues due to geographic proximity, perceptions held by MNCs and academics, and a role with immense time pressure. Therefore, this study adds to the knowledge about principal-agent relationships within the entrepreneurial university. This thesis also makes an important contribution to knowledge supporting the effectiveness of ANZ TTOs in managing relationships and knowledge flows with academics and MNCs, which is essential to understand ways in which the network may function better as a whole.