| Since the late 1970's hundreds of linkages between higher education institutions with business and industry have been initiated, formalized, and expanded. Linkages are viewed as a way to address local, regional, and national needs. Their proliferation reflects the growing importance that is ascribed to these ventures by various institutional, business, and governmental bodies.;This study focused on a category of institutions which has not been sufficiently delineated in previous studies, public sector Comprehensive Universities and Colleges I. One of the objectives was to identify, and to analyze, common organizational units within which partnerships operate. Another objective was to investigate the impact of various influential factors on partnerships, over periods of time. Findings are as follows:;(1) The organizational forms range from expressly created entities with a narrow focus, to wide consortia, to activities which take place in the course of routine operations. The presence of umbrella organizations appears to lead to a bit more participation and support than ad hoc arrangements. (2) Three academic departmental groupings have been discerned as forming the core of participants in partnerships. These groups are business/economics/finance; engineering/technology; and computer/management information systems. (3) Government, on the federal and state level, is a crucial supporter of partnerships. Other important contributions are made by business entities and by institutions. Staff, when provided, usually comes from the institutions. (4) The clear emphasis is on local and regional issues, and on supporting existing, small business organizations. Leading activities include coordinating, consulting, conducting conferences. Personnel time and physical facilities form the backbone of provided resources. (5) Very little change to partnership objectives and activities has taken place over time, even in the face of various influences. Partnerships take many forms, reflecting a diversity of support structures, participants, objectives, activities, and influences. There is no one dominant model of collaborations which can serve and explain all activities in the wide array of institutions comprising the public "Comp I" sector. Additional areas of research are suggested, in order to further delineate and analyze economically oriented partnerships. |
