How to structure research centres for effective collaboration between industry and academia

Research centres have become key arenas for fostering innovation by bridging the gap between academia and industry. At present, several research initiatives in Norway have been granted status as Centres for Environment-friendly Energy Research (FME) and multiple firms and research organisations are participating in the Centres for Research-based Innovation (SFI) schemes supported by the Research Council of Norway. These centres operate within an eight-year framework, where research scientists and industry partners collaborate to develop blue-sky research and innovations. While these initiatives demonstrate a commitment to research-driven solutions, their long-term success depend on how effectively the partners structure the collaboration, secure funding, and translate academic insights into practical applications.

Ensuring effective collaboration within these centres is not straightforward, and it is quite challenging due to the multitude of partners with different priorities and expectations. This misalignment often leads to difficulties in coordination, resource allocation, and goal setting which in turn influences the outcomes produced. Drawing on our research on FMEs and our participation in the HighEFF Centre, we provide insights into how ongoing and new research centres can be structured to optimise interaction and collaboration for research and innovation outcomes.

Phase 1: Establishing the research centre

The establishment phase is critical for laying a strong foundation for collaboration. Thus, Research centres need to facilitate early engagement between industry partners and scientists to define research priorities that align with industry needs while maintaining scientific rigor (Steinmo, 2021). A strong foundation is particularly dependent on the industry partners’ willingness to play an active role in shaping the research agenda. However, it is also important to note that when companies become engaged in these types of collaborations, they have already established their own goals and expectations, which will impact how they engage. For example, we find that that companies with specific technological goals have a tendency to be more proactive in shaping the agendas of research centres, while those with broader knowledge objectives engage in a more adaptive manner (Isaeva et al., 2022). Hence, this phase requires the careful alignment of goals to ensure a mutually beneficial collaboration.

It is also essential to create governance structures that promote shared decision-making and balance academic freedom with industry relevance. Moreover, creating mechanisms such as advisory boards with representatives from both academia and industry ensures that all stakeholders, including those with more broad goals, have a voice in decision-making and helps prevent misalignment as the centre progresses.

Phase 2: Performance and active collaboration

Once a research centre is operational, the success of collaboration depends on the ability to balance formal (structured) and informal (unstructured) activities. We suggest that structured and formalised coordination through activities such as strategic workshops and meetings ensures that research objectives remain on track and that partners are actively engaged. Informal coordination, including ad hoc discussions and informal networking, provides the opportunities needed for creative problem-solving and the spontaneous exchange of ideas (Isaeva et al., 2022).

Knowledge transfer is a central element of this phase. Companies need access to academic insights, but knowledge must be communicated in a way that is understandable and aligns with industry practices. Research centres ought to establish clear pathways for knowledge exchange through collaborative workshops, joint training programmes, and shared digital platforms. Successful knowledge transfer is not simply about making research available to industry partners but about creating engagement opportunities where researchers and industry practitioners work closely to translate findings into practical applications (Steinmo, 2021).

Flexibility is also crucial at this stage. Industry evolves rapidly, and research agendas should be adaptable enough to accommodate emerging technological trends and shifting market conditions. Regular reassessment of collaboration strategies can help ensure continued relevance. Research centres that establish iterative review processes, where research scientists and industry partners periodically evaluate progress and refine objectives, are better equipped to sustain long-term impact (Steinmo, 2021). Flexibility is also critical when firms and researchers work on specific activities together, because flexibility enables mutual alignment and effective readjustment throughout the activity (Isaeva et al., 2024) which in turn can provide mutually beneficial outcomes.

Phase 3: Impact assessment and long-term sustainability

As research projects within a centre mature, the focus often shifts toward evaluating impact and ensuring long-term sustainability. Research outcomes should be assessed not only in terms of academic contributions but also in their real-world applications. We suggest that companies and scientists jointly review performance using metrics such as patents, technology adoption rates, and economic impact assessments. These evaluations provide critical feedback for refining future research priorities and improving collaborations (Isaeva et al. 2022).

Ensuring the long-term sustainability of research centres requires proactive engagement with both existing and new stakeholders. Establishing follow-up projects and maintaining networks beyond the initial research period fosters a culture of continuous collaboration. Moreover, identifying new funding opportunities and aligning research with emerging industry challenges can extend the relevance and lifespan of a research centre. Research centres that successfully transition from short-term collaborations to ongoing partnerships create lasting value for both academia and industry.

Steinmo (2021) also underscores the importance of facilitating knowledge transfer beyond the immediate partnership. Hence, Policy makers should therefore have mechanisms in place for commercialising research findings from research centres, whether through licensing agreements, startup incubation programs, or direct industry collaborations. Without proper channels for application, even groundbreaking research can struggle to transition from the laboratory to the market.

Recommendations for effective collaboration

Based on our research and experiences with research centres we see that the development of impactful innovations, requires that the centres have a clear governance, providing adaptive coordination and strong knowledge-sharing frameworks. The establishment phase should focus on aligning goals and building effective structures. The performance phase should balance structured and unstructured collaboration while facilitating effective knowledge exchange across organisational boundaries. The final phase should emphasise impact assessment and long-term engagement. By integrating these strategic approaches, research centres can become powerful catalysts for technological advancement, fostering deeper and more productive partnerships between universities, industry, and beyond.

As such, we hope the ongoing and new research centres find value in our insights and we wish them the best of luck with the development of ground-breaking research and impactful innovations.