Effects of the interplay between organizational and national cultures in an international university-industry collaboration for technology innovation and transfer

The purpose of the study was to understand how the interplay between organizational and national cultures affects the management of IUICs (International University-Industry Collaboration) devoted to technology innovation and transfer. This study presents two examples of IUIC drawn from a qualitative research method, both involving a British university and a Japanese company. The first case illustrates how different organizational practices (organizational culture), which are nested in the national culture (values), raise questions about the role of ethical boundaries in causing misunderstandings and the deterioration of UIC relationships. The second case demonstrates how long-term relationships and extensive interpersonal interactions can play a positive role in IUIC. Practical implications, the limitation of this study and further studies have been discussed.