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Leadership Relationships Between Center Directors and University Administrators in Cooperative Research Centers: A Multilevel Analysis

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Cooperative Research Centers and Technical Innovation

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Abstract

This chapter contribution to the edited volume addresses the importance of leadership relationships in cooperative research centers including industry and university members and describes how these coalitions contribute to innovation and technology transfer. The authors Donald D. Davis, Janet L. Bryant, and Julia Zaharieva report results from a study that examined the strength and effects of the leadership relationship between center directors and the university administrators to whom they report in all Industry/University Cooperative Research Centers supported by the National Science Foundation in the United States. Leader-member exchange (LMX) and trust were positively related to research center performance. University administrator ratings of center performance fully mediated the positive relationship between leader-member exchange and trust and the extent to which university administrators reported satisfaction with and commitment to the Industry/University Cooperative Research Center that reported to them. The authors discuss the manner in which leadership relationships and cooperative research center performance mutually reinforce each other at different levels of analysis and the importance of this in creating and transferring technology in industry-university research partnerships. For complementary examinations, see the chapter contribution by Craig and colleagues on leadership performance in cooperative research centers.

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Acknowledgements

We thank the National Science Foundation for their financial support (EEC-0437631). We also thank Alex Schwartzkopf, Denis O. Gray, Eric Sundstrom, Beth Coberly, Edward Haug, Richard Muller, and Bruce Thompson for their assistance in design and implementation of this study, and Mathew Loesch for his help with portions of the literature review. Terri Scandura and the editors provided useful comments on an earlier version of this chapter. We are extremely grateful for the participation of NSF I/UCRC center directors, site directors, and their university administrators who must remain anonymous. A previous version of this paper was presented at the annual meeting of the Society for Industrial and Organizational Psychology, New Orleans, April 2009.

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Authors and Affiliations

  1. Psychology Department, MGB 250, Old Dominion University, Norfolk, VA, 23529, USA

    Donald D. Davis & Julia Zaharieva

  2. Personnel Decisions International, 1040 Crown Pointe Pkwy Ste 560, Atlanta, GA, 30338, USA

    Janet L. Bryant

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Correspondence to Donald D. Davis .

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    Drew Rivers

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Davis, D.D., Bryant, J.L., Zaharieva, J. (2013). Leadership Relationships Between Center Directors and University Administrators in Cooperative Research Centers: A Multilevel Analysis. In: Boardman, C., Gray, D., Rivers, D. (eds) Cooperative Research Centers and Technical Innovation. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-4388-9_7

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