Shared research arrangements

Joint ventures may be initiated for a variety of purposes and in the pharmaceutical industry one of the more common reasons for a joint venture is a research collaboration. This then begins to generate novel intellectual property which can become the object of a potentially valuable commercial venture. However, the reason for forming a joint venture is that there is a dependency between the two parties by the sharing of skills, expertise or resources which neither has alone. The sharing of the costs and risks can make sense in such a speculative venture. Yet there are complications in such an arrangement which need to be considered before proposing a joint venture. 

How did the PMB respond to this They took umbrage to the reaction of the faculty senate. They wanted to know what was new about this style of collaboration. It involves a PI. It has sponsored research. It is similar to an arrangement. So what is the big deal Why should the faculty senate have anything to say about the free conduct of research This sentiment was shared by many of us on the faculty, and the senate had a sense of their insult. Indeed, such an official or informal faculty question is rare to nonexistent on the Berkeley campus. 

Consultant arrangements between academia and industry are frequently used and, I believe, valued by nearly all parties concerned. The reasons are clear. On the Industry side, few if any companies could hope to have on hand at all times the diverse talents and instrumentation that they need to pursue their complex research projects. On the university side, knowledge is of little value until it is shared. Yet for being so often used and highly valued, it appears the consulting r-ilationship has been the subject of relatively little analytical thought. 

The applicant must have clearly demonstrated bioengineering skills and interests. Possibly the most important factor is a collaborative and encompassing attitude. Our research work is arranged in teams and the group dynamic is of paramount concern. We need faculty members who will be open and sharing with good interpersonal skills."... 

In this, our final research-based chapter, we share respondents externally situated stories of inclusion. We arrange their stories by the seven dimensions of our inclusion model, each discussed thoroughly in previous chapters Connection, Intrapersonal Inclusion, Communication, Mentoring and Coaching, Care, Fairness and Trust, and Visibility and Reward. 

---