University Industry Collaboration Case Study

3.1 Understanding of University-Industry Collaboration.
University-Industry Collaboration is mainly driven by the rapid change in consumer market today where industries source for open innovation to gain edge in the global market. When organizations and universities work together to push the frontiers of knowledge, they become a powerful engine for innovation and economic growth. (Edmondson, G, et al. 2012)
UIC has become increasingly popular from mutual benefits where university are able to find source to fund their projects with guaranteed student placement while Industries are able to gain a new edge with lower cost using this method. (Rohrbeck, R. and Arnold, H.M., 2006) However, there is also risk involved in UIC towards CSF of regional
To date, there has been slight consistency in findings, which is partially due to the diversity of employed included by the researchers and the lack of consistency in their findings. Therefore, there are numerous reasons why individuals quit from one organisation to another or why people leave organisation. The experience of job related stress (job stress), the range influences that lead to job related stress (stressors), lack of commitment in the organisation; and job dissatisfaction make employees to quit Firth et al. (2004). This clearly specifies that these are individual decisions which make one to quit. They are other influences like personal agency refers to concepts such as a sense of powerlessness, locus of control and personal control. Locus control refers to the extent to which individuals believe that the external factors such as chance and powerful others are in control of the events which influence their lives Firth et al. (2004). Manu et al. (2004) argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labour turnover in the market. Good local labour market
Indications are that employees are more likely to stay when there is a predictable work environment and vice versa (Zuber, 2001). In organizations where there was a high level of inefficiency there was also a high level of staff turnover (Alexander et al., 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organisations because with stable organisations they would be able to predict their career advancement. The imposition of a quantitative approach to managing the employees led to disenchantment of staff and hence it leads to labour turnover. But in the absence openness’ in sharing information, employee empowerment the chances of continuity of employees are minimal. Costly et al. (1987) points out that a high labour turnover may mean poor personnel policies, poor recruitment policies, poor supervisory practices, poor grievance procedures, or lack of