Call for Abstracts: UIIN Asia-Pacific Conference on University-Industry Engagement


We are now calling for abstracts for the UIIN Asia-Pacific Conference on University-Industry Engagement ( taking place from 15 to 17 February 2017 in Adelaide, Australia.


Are you responsible for, or involved in:

  • R&D cooperation with business, commercialisation of R&D, industry relations, student employability or entrepreneurship at your university?
  • university relationships, innovation or graduate recruitment within your company?
  • developing policy in higher education or innovation, science and technology, smart cities or knowledge societies within the government?
  • facilitating or supporting collaboration between universities and business?
  • creating a campus-led, knowledge-driven change in society?

Join us at this key event for academics, researchers, practitioners, policymakers and business representatives involved in university-industry interaction, innovation and entrepreneurship. The conference provides you with the opportunity to meet peers from all over the world and interact, share knowledge, and establish new contacts. During this three day event, you will encounter a wide variety of presentations and workshops and participate in numerous networking opportunities.


Call for Abstracts and Proposals
We are now calling for abstracts for papers, presentations, good practice case studies, next practice concepts and posters. The deadline for the submission of abstracts is September 26, 2016. Please submit the abstracts through the online submission form, available at:


For more information on the Call for Proposals please visit:


Strategic Leadership Hub; An Example for Promoting Effective University-Industry Interaction – A Good Practice Case Study by Rita Santos Silva and Valquíria Dias

In 2015, Rita Santos Silva and Valquíria Dias published “Strategic Leadership Hub; An Example for Promoting Effective University-Industry Interaction” in the University Industry Innovation Network’s Good Practice Series. Here, almost a year on, Santos Silva reveals more about the origins, trends and challenges, and future progression of this case study in Porto, Portugal.

The Strategic Leadership Hub (SLH) is an in-house structure of Católica Porto Business School, committed to developing soft skills, building careers and fostering entrepreneurship and employability. SLH works on a customized basis promoting the soft skills required for students and alumni to be high-quality professionals and effective leaders in a globalized, competitive and changing environment. Regarding soft skills development, SLH provides several initiatives such as skills development workshops, assessment centres, coaching processes and supports project-based courses embed into the curricula.


With regards to career development, SLH organizes recruiting seminars, career counselling, mentoring and also foments international mobility, namely through internship experiences abroad.

As for entrepreneurship and employability, SLH supports managerial and project challenges, university-business projects, strictly articulates with the University’s incubator lab and gathers and promotes internship and job opportunities for both students and alumni.


In 2008 this project was recognized as a pertinent employability and entrepreneurship promoter in the context of the international project EETUE – “Employability & Entrepreneurship: Tuning Universities & Enterprises”. In 2010 the OECD designated the project as an innovative practice regarding skills development. In May 2012 the concept was ranked among the eight best European practices in what concerns skills development in Higher Education; it was also classified as the most active project in the New Skills Network final conference in Copenhagen. Our most important success factors are our employability rates and students’ satisfaction with the processes, and teachers’ and companies’ representative’s feedback.


Besides the students’ development that the targets and stakeholders recognize, according to the Employability Observatory and the Students’ Profile of the Católica Porto Business School, in 2012/2013, 91% of the graduates found a job in less than 10 months after graduation (out of which 81% in less than 8 months and 51% in less than 2 months). 15% of our students had already found a job before graduating. The more expressive areas of professional integration are consultancy, auditing, finance and insurance companies (30%). It is also important to point out that 50% of those students had already done an internship or developed a business plan.


The biggest barrier we recognize in the project is the urgent need to assess the actual role of SLH in promoting students’ successful transitions to the labour market. Therefore, it is important to build instruments that may systematically appraise the impact of overall SLH’s programmes on students’ personal and professional development. To respond to this challenge, research is being carried out as part of my PhD (2012 – 2016) and it is expected that the results will help SLH to adapt and improve its intervention and curriculum development, as well as helping get a better understanding regarding actual market needs and trends.


Once there is ongoing research that will help us understand the impact of our coaching processes in students’ effective development and market placement, we are testing evaluation instruments already built and we expect to publish some results during 2016.


About Rita Santos Silva

The origin of my interest in the topic of entrepreneurship

I have worked as a psychologist at SLH since 2010, so my motivation in researching on the topic started at that time, once I engaged in the project and realized its impact on the community. Besides that, once our work has been recognized as an innovative approach, we think it is our role to disseminate our practices and develop further investigation in order to validate our actions and results.


The biggest trends and challenges facing the area of university-industry interaction

The relationship between what universities seek to promote and what the labour market requires is a well-known discussion. From our experience, we believe that the key to overcoming this gap lies in encouraging transferable skills development and curriculum innovation. Cooperative and extracurricular activities at the campus and school-to-work programs, internships and international experiences should be held to promote skills development, thereby increasing both graduates’ self-awareness and the opportunity for them to demonstrate their employability ability in a changing labour market. Permanent interaction with business representatives (moments for feedback and debate) allows universities to keep the profile requirements in mind and readjust practices in order to develop students’ mindsets to better respond to companies’ requests and challenges.


A similar case I would like to recommend to UIIN readers:

When our project was awarded one of the eight best European practices with regards to skills development in Higher Education, in 2012, we came to know about the work of New Skills Network. At the final conference, we were able to identify some interesting projects in skills upgrading and matching. You can find more information about the innovative projects and issues debated at the conference in the final report.



You can read Rita and Valquíria’s full Good Practice Case Study, here. 


‘Adoption of Innovation; Balancing Internal and External Stakeholders in the Marketing of Innovation’ – An Interview with Authors, and UIIN Members, Alexander Brem and Eric Viardot

Eric Viardot a full time professor of Corporate Strategy and Marketing and Director of the Global Innovation Management Center at EADA. He worked in different marketing positions for Hewlett-Packard in France, Canada and the U.S. He was then a financial director for a large international NGO in Asia and Central America. Eric has published various books and articles on strategic management and marketing with a strong focus on Technology and Innovation Management.




Alexander Brem is Professor of Technology and Innovation Management and Head of Innovation and Design Engineering at the University of Southern Denmark (SDU). Since 2013 he has been visiting professor at HHL Leipzig Graduate School of Management and EADA Business School Barcelona. He specialises in entrepreneurship and technology and innovation management.




What is Adoption of Innovation; Balancing Internal and External Stakeholders in the Marketing of Innovation all about?

Adoption of Innovation; Balancing Internal and External Stakeholders in the Marketing of Innovation This book describes how marketing strategies, concepts and tools contribute to the adoption of innovation. It aims at creating a stronger link between innovation and marketing research, which is vital to successfully engage internal and external stakeholders in generating effective innovation strategies.

Who would you like to read your book? Who is it directed at?

The target audience of our book is twofold:

  • Practitioners related to marketing and innovation management
  • Researchers of innovation and marketing management and related fields
What are the key messages in the book?

On the one hand we argue for a stronger focus on downstream activities of the innovation process, specifically marketing and commercialization. On the other hand we focus on the importance of understanding and leveraging the role of internal and external stakeholders in order to achieve an increased adoption of innovation.

How did you first become interested in the subject of innovation management?

There is a natural relationship of marketing with innovation, latest when it comes to the commercialization of inventions. This is also represented by both editors: Eric’s background is on strategy and marketing, Alexander’s is on technology and innovation.

What do you think are the biggest trends and challenges facing the field?

So far the trend has been to emphasize upstream activities of the innovation management process with a focus on how to obtain and integrate new sources of innovation. But recently companies, governments, and researchers have realized that they have probably been focusing on the wrong priority as a large percentage of innovations are still failing to be successful in the market and to be profitable. The future challenges and trends will focus more on the boundaries of innovation and marketing, the integration of marketing strategy and innovation strategy and the increase of absorptive capacity.

Are there any other texts you found influential when compiling your own?

Actually there is a lot being published in both domains of marketing and innovation. Hence, there is no specific book or article, but the sum of all research being accessible. This is also a challenge to keep the overview of recent trends and new insights.

Are you currently working on any projects?

We are working on a book called “Revolution of Innovation Management” with Palgrave Macmillan, which is currently in its final stage. The idea is to collect key trend topics in innovation management which may have the potential to revolutionise management thinking, so a quite ambitious project.

What were your goals and intentions in this book, and how well do you feel you achieved them?

Our main goal was to have a very international and overall view on the diffusion of innovation. Looking at the result, we think this worked out quite well – hopefully the readers agree to that.

Why should someone read your book?

Practitioners should read the book for gaining an understanding of the relation between innovation management and marketing, and especially the diffusion of innovation. Researchers can find new insights into related topics and find a contribution to a highly relevant field of innovation and marketing research.





You can find out more about Adoption of Innovation; Balancing Internal and External Stakeholders in the Marketing of Innovation and/or purchase the book, here



Developing a Measurement System for Entrepreneurship Education in Universities of Applied Sciences; A Case of Co-creation – A Good Practice Case Study by Elena Ruskovaara

In 2014, Elena Ruskovaara published “Developing a Measurement System for Entrepreneurship Education in Universities of Applied Sciences; A Case of Co-creation” in the University Industry Innovation Network’s Good Practice Series. Here, almost two years on, Ruskovaara reveals more about the origins, trends and challenges, and future progression of this case study in Finland.

The case presents operations that include the building, testing, implementing and utilization of the measurement system for entrepreneurship education for universities of applied sciences (UAS). The case presents a building process where a self-evaluation tool for entrepreneurship education for teachers working at UAS’s is created. The core philosophy in the development of the tool has been co-creation with the users. The primary objective of the initiative was to develop a user-friendly, easy-to-use, web-based system for teachers working at UAS. The tool was launched for Finnish UAS’s at the end of 2015. The coordinator of the process is Lappeenranta University of Technology (LUT), but all the activities were done together with three participating partners, HAMK University of Applied Sciences, Saimaa University of Applied Sciences and Seinäjoki University of Applied Sciences.


The collaboration and shared expertise of the users (teachers) and the designers (researchers) were also crucial in this process. The measurement system was created within approximately 1.5 years and a distinctive in the process was action research methods and participatory action research. In this context group of users was included in the development of concepts, indicators, metrics, feedback systems, and the online evaluation system application.


The measurement tool for applied sciences completed in October 2015 and is now nationally used. The Finnish version of the tool can be found at :



About Elena Ruskovaara

The origin of my interest in the topic of entrepreneurship

Entrepreneurship education has been one of the cross-curricular themes in Finnish basic education schools since 1994, so we Finns have been involved with the theme quite some time. More specifically, it was some 15 years ago, when LUT started one of the first entrepreneurship education projects for schools, and from then on I have been actively developing, studying and researching the theme in all education levels.


The biggest trends and challenges facing the area of university-industry interaction

I would say university-industry interaction is very trendy topic at this moment, and I’m happy to say LUT has been a great leader in that field. I admit it is sometimes time-consuming to organize different university-industry activities, however, in most cases, it really pays back.


A similar case I would like to recommend to UIIN readers:

Above I described the measurement tool for applied sciences, but actually we started some ten years ago with the Measurement Tool for Enterprise Education, which is a tool for primary, secondary and upper secondary school teachers. The English version of that tool can be found at:



You can read Elena Ruskovaara’s full Good Practice Case Study, here. 


Knowledge exchange and networking at 2016 UIIN Conference

On the 1st UIIN 2016 Conferenceto 3rd of June 412 participants from 61 countries attended the 2016 University-Industry Interaction Conference in Amsterdam. Taking place on the grounds of the worlds first stock exchange and featuring a wide variety of presentations from over 100 organisations, as well as an industry discussion panel and highly regarded keynote speakers the conference formed a perfect platform for the exchange of knowledge.


Through the science park tours and workshops, the pre-conference get together, many engaging breaks, the canal tour, the conference dinner and UIIN Connect networking also formed a key part of this years UIIN conference.


Want to see what you missed out on? Visit to get an insight into this years event. Also, UIIN members and conference participants now have access to all conference papers and presentations.


Interested in establishing new connections and getting new insights into University-Industry Interaction? Visit our Asia-Pacific Conference in Adelaide, Australia from 15-17 February 2017 ( or our 2017 annual conference in Europe.


iAccelerate; An Example of a Regional Innovation Accelerator Transforming a Declining Manufacturing Economy – A Good Practice Case Study by Elizabeth Eastland

In 2014, Elizabeth Eastland published “iAccelerate; An Example of a Regional Innovation Accelerator Transforming a Declining Manufacturing Economy” in the University Industry Innovation Network’s Good Practice Series. Here, almost two years on, Eastland reveals more about the origins, trends and challenges, and future progression of this case study in Wollongong, Australia.

iAccelerate is a set of tailored technology business acceleration programs housed in a single location, the purpose built iAccelerate Centre. The co-locating of these programs rapidly develops technology focused businesses in the Illawarra, diversifying its economic base and creating jobs. The iAccelerate Centre provides ‘plug and go’ expandable space for over 280 entrepreneurs actively developing fast growth companies who are provided with focused mentorship, tailored education, and access to funding. iAccelerate deliberately outreaches to women entrepreneurs to participate in the program. After a highly competitive round of funding the team won $16.5M from NSW State Government to build the Centre will make the full program sustainable indefinitely.


It is through relationships with and the local business community, Waterloo Accelerator Centre (Canada), and the substantial support from NSW Government, that the vision for iAccelerate has become a reality. The Waterloo Accelerator Centre is a world-renowned, award-winning centre for the cultivation of technology entrepreneurship, currently home to 50+ technology startup companies and has become the nexus for Waterloo’s innovation community. It was funded by the Federal and Provincial Governments, Ontario Centres of Excellence, the Regional Municipality of Waterloo, the City of Waterloo and the University of Waterloo, and industry and academic partners. Using the Waterloo Accelerator Centre as a model, gave the impetus for stakeholder commitment to the vision, and provided the financial incentive for NSW Government to fund it for $16.5M.


iAccelerate has now supported over 60 companies, who have created over 120 jobs, launched many new products, attracted revenues, and significant investment. Critical Arc, mentioned in the original case study, has recently completed a second round of funding and is valued at over $14M, is launching globally in the UK and US and has made inroads into the Middle East. Our Women’s Entrepreneurial Breakfast Series has made significant inroads into encouraging female participation and at the time of writing, 47% of iAccelerate companies have female co-founders. iAccelerate Centre is on track and on budget and due to open mid May 2016.

About Elizabeth Eastland

EastlandThe origin of my interest in the topic of entrepreneurship

My grandfather was an entrepreneur with over 100 patents. My father worked for NASA and I have been involved in high tech since the mid 1980s.


The biggest trends and challenges facing the area of university-industry interaction

The biggest trend is the recognition of how important it is for universities to address the need to graduate students who are not only job ready but ready to create their own job. The challenge is in how this is done. Traditional education prepares students for entering a company that is already in existence. But large corporates today are being seriously threatened by new entrants and universities need to be able to prepare their researchers and their students for this inevitably changing market.  Students will likely start their own businesses or have experience working in a small business within the first couple of years of their career.


A similar case I would like to recommend to UIIN readers:

I would recommend understanding the history of Waterloo Canada in becoming the most innovative city in Canada 21 years in a row.



You can read Elizabeth Eastland’s full Good Practice Case Study, here. 


‘The Entrepreneurial University; Context and Institutional Change’ – An Interview with Authors Lene Foss and David Gibson

DavidDr. David Gibson is Associate Director and The Nadya Kozmetsky Scott Centennial Fellow, IC² (Innovation, Creativity, Capital) Institute, The University of Texas at Austin. Dr. Gibson’s research and publications focus on technology transfer/commercialisation; cross-cultural communication; and the growth and impact of regional technology/knowledge centres. He is a consultant to businesses, academia, and governments worldwide. Dr. Gibson is author and editor of 16 books. During 2014-2015, he was a visiting Professor II at Business and Economics, UiT – The Arctic University of Norway.



Lene Foss (PhD) is Professor in Innovation and Entrepreneurship  at School of Business and Economics, UiT – The Arctic University of Norway. Her research concentrates on gender in innovation and entrepreneurship, university entrepreneurship/academic entrepreneurship and entrepreneurial education. Foss is associate editor of Journal of Small Business management and editorial consultant and editorial board member of International Journal of Gender and Entrepreneurship. She has been a visiting fellow at Department of Sociology, University of North Carolina at Chapel Hill, and Cambridge Judge Business School, University of Cambridge, UK.



What is The Entrepreneurial University; Context and Institutional Change all about?

The Entrepreneurial University: Context and Institutional Change presents in-depth case narratives of ten universities located in five countries that have overcome significant challenges to develop programmes and activities to commercialise scientific research, launch entrepreneurial degree programmes, establish industry partnerships, and build entrepreneurial cultures. Case narratives describe challenges overcome, actions taken, and resulting accomplishments while the book’s introductory and concluding chapters provide an institutional theory and entrepreneurial architecture frameworks to analyse and provide meaningful conclusions.

Who would you like to read your book? Who is it directed at?

This volume will be of interest to policymakers and university administrators as well as researchers and students interested in how different programmes and activities can promote university entrepreneurship while contributing to economic growth in developed and developing economies.

What are the key messages in the book?

One main conclusion from all the case narratives is the importance and impact of the regional and national context in which the university is embedded in determining the speed and effectiveness of the launch, development, and sustainability of programmes and activities supporting the entrepreneurial turn.


A second major conclusion is that institutional change within universities toward the “entrepreneurial turn” was effectively initiated top-down as well as bottom-up by formal and informal leaders reacting to regulative, normative, and cognitive influences at regional and national levels of analysis.

How did you first become interested in the subject of technology entrepreneurship?

We managed an international research group funded by the Norwegian Government that included researchers from ten universities located in Norway, Finland, Sweden, UK, and the U.S. The universities are quite diverse: large and small; teaching and research focused; internationally recognised and relatively new; located in major cities and in emerging regions. The topic of the entrepreneurial university was a dominant theme in all the cases.

What do you think are the biggest trends and challenges facing the area of technology entrepreneurship and innovation?

The two main question that are addressed in the book are:

  • What actors and forces are important in motivating institutional change in the development of a university’s entrepreneurial architecture?
  • How do universities interact with their institutional context in developing entrepreneurially?
Are there any other texts you found influential when compiling your own?
  • DiMaggio, P. J., & Powell, W. W. (Eds.) (1991). The new institutionalism in organizational analysis (Vol. 17). Chicago: University of Chicago Press.
  • Nelles, J. & Vorley, T. (2010). Constructing an Entrepreneurial Architecture: An Emergent Framework for studying the Contemporary University Beyond the Entrepreneurial Turn, Innovation in Higher education 35:161-176.
  • Nelles, J. & Vorley, T. (2010b). “From policy to practice: engaging and embedding the third mission in contemporary universities”, Int’l Journal of Sociology and Social Policy, Vol. 30:7/8, pp.341 – 353.
  • Ramirez, F. O. (2006). The rationalization of universities, (p. 244), in M-L. Djelic’s Transnational governance: Institutional dynamics of regulation. Cambridge: Cambridge University Press.
  • Vorley, T. & Nelles, J. (2008). (Re) Conceptualizing the Academy: Institutional Development of and beyond the Third Mission, in Higher Education Management and Policy, Vol. 20, No. 3 (2008).
Why should someone read your book?

Global recessions and structural economic shifts are motivating government and business leaders worldwide to increasingly look to “their” universities to stimulate regional development and to contribute to national competitiveness. The challenge is clear and the question is pressing: How will universities respond?





You can find out more about The Entrepreneurial University; Context and Institutional Change and/or purchase the book, here



How to Make the Most of your 2016 University-Industry Interaction Conference Experience in Amsterdam


The 2016 University-Industry Interaction Conference is on the horizon and all things are in place for a great conference experience. With over 400 members arriving from over 40 countries, the potential to network, analyse experiences and share ideas on an international scale is huge.

With a wide variety of presentations and workshops, six expert keynote speakers, and a multitude of good and next practice case studies, you will gain invaluable knowledge and ideas to return to your institution with.


A great conference experience is also dependent on another important factor: fun. That’s why we have organised social and networking activities throughout the three-day experience to allow you to relax and get to know your fellow participants. With a pre-conference get-together at the Royal Cafe de Kroon, a champagne reception and boat tour through Amsterdam’s infamous world heritage site and an unforgettable conference dinner at Het Sieraad, we believe you will have, not only productive, but a thoroughly enjoyable stay in one of Europe’s most beautiful cities.















In order to ensure you get the absolute most out of your conference experience, we have put together five basic tips:


1 – Log in to UIIN Connect

Prior to the conference, UIIN Connect, our virtual platform, allows you to set up a professional profile, create a personalised conference schedule, browse your fellow attendees, send messages or meeting requests to other participants, and explore all the conference materials. Head over to UIIN Connect and make full use of this valuable tool.


2 – Actively take part

In order to make the most of your conference, and allow others to do the same, it is important that you share your own knowledge and experiences. With 400 participants attending from over 50 countries, your insight will be of great value in learning from the cases of others, and vice versa! You definitely get out what you put in, so share and receive!


3 – Learn from some of the leading voices in university-industry interaction

With close to 100 organisations sharing their knowledge through presentations at the conference, you will not be short of opportunities to expand your understanding of university-industry interaction and acquire ideas to take back to your organisation. You will receive a comprehensive conference programme on the first day, which you can use to make sure you are always in the right place at the right time. You can also view the programme online here.


4 – Participate in conference social activities

Although providing great networking opportunities, the primary focus of our pre-conference get together and conference dinner is to allow you to unwind, surrounded by like-minded individuals who share your passion for university-industry interaction. Whether reuniting with familiar faces, or introducing yourself to some new, make yourself visible during all breakout times and you will no doubt open up many exciting new opportunities for collaboration in the future.


5 – See the city!

As well as being one of the most beautiful cities in the world, Amsterdam was recently awarded the prestigious title of 2016 European Capital of Innovation for its holistic approach to innovation based on four areas of urban life: governance, economics, social inclusion and quality of life. Spend some time wandering around the city and you will soon see for yourself why. Our main conference location places you right in the centre with many of the city’s highlights just a stones throw away, whilst our champagne reception and boat tour offers the opportunity to see the city the best way; from the water! Find out more about Amsterdam and the must-see sights here.


There is still time to register for the 2016 University Industry Interaction Conference in Amsterdam. Find out more at


The University-Industry Interaction Conference; Don’t Just Take our Word for it!

Hosted in Amsterdam, winner of European Capital of Innovation 2016, the University-Industry Interaction Conference gives participants the opportunity to meet around 400 participants from all over the world and interact, share knowledge, and establish new contacts. With a wide variety of presentations and workshops, expert keynote speakers, and a multitude of good and next practice case studies, you will gain invaluable knowledge and ideas to return to your institution with. But don’t just take our word for it. Find out what our participants have to say about their conference experiences…

Lars“To me the UIIN conference is actually all about getting inspired – through the informal talks with my peers and friends, practitioner presentations and the keynotes from internationally renowned thoughts leaders. Each year I go home with a precise idea of what I and my organization should do better to enhance university-industry interaction. It is not surprising that the UIIN conference has become the largest conference on university-industry interaction worldwide.”

Lars Frolund
Development Manager, Corporate Relations and Technology Transfer at Aarhus University, Denmark




“The UIIN Conferences provide the participants with first class knowledge and networking opportunities. It’s triple helix, open innovation and co-creation in one take. Entrepreneurship education in a state-of-the-art setting and environment.”

Jean-Pierre Segers
Dean, PXL University College, Belgium



“I find the University-Industry Interaction Conference interesting for several reasons, but it is the opportunity to attend, in a single event, academic and practitioner’s presentations which makes it a unique conference. As member of the academic community, I especially value the insights provided by companies about their strategies to interact with universities.”

Dr. Alfredo Yegros-Yegros
Researcher, Centre for Science and Technology Studies (CWTS), University of Leiden, The Netherlands


“I am always impressed by the energy, enthusiasm and originality of the UIIN conferences on this vitally important topic, as well as the quality of the keynote speakers and the thoroughness with which the conferences are organised. I always learn something new.”

Professor David Kirby
Vice President, The British University in Egypt




“The UIIN conference is unique in its size, scope and quality. A great place to meet other UIC professionals from around the world and a clear value-add for my work.”

Max Riedel
Senior Consultant University Relations at SIEMENS




Irene“The UIIN conference is the most important international event in my annual calendar. As a platform to share and learn from both theory and practice it is of significant value, yet nevertheless, the opportunity to meet and network with others operating in boundary spanning roles is the main benefit.”

Dr. Irene Sheridan
Head of CIT Extended Campus, Cork Institute of Technology, Ireland



There is still time to register to join us at the 2016 University Industry Interaction Conference in Amsterdam. Find out more about at


Meet Professor Jan Cobbenhagen, Confirmed Keynote Speaker for the UIIN 2016 University-Industry Interaction Conference in Amsterdam

The 2016 University-Industry Interaction Conference brings together the sharing of knowledge and insights, the learning of new concepts, the development of new and existing contacts and the importance of having a great time. If you join us on the three-day experience, you will gain a deeper understanding of how to generate optimal value from university-industry interaction and drive innovation within your organisation and beyond.


Professor Jan Cobbenhagen Mike Wright

CEO Maastricht University Holding b.v.






Professor dr. Jan Cobbenhagen (1963) joined Maastricht University Holding B.V. in 2003 as its CEO. The Maastricht University Holding group is the university’s corporate venturing firm that holds equity in over 50 strategic ventures and spin-offs. Furthermore, he is director of the “Knowledge Transfer Office” of Maastricht University, responsible for technology transfer, research cooperation, knowledge dissemination and entrepreneurship at Maastricht University and its Medical Centre. After having served as professor of Entrepreneurship for eight years, he was recently appointed professor of “Knowledge Transfer and University Venturing” at the School of Business and Economics.


He serves as Chairman of the Advisory Committee on Early Stage Financing to the Dutch Minister of Economic Affairs and as a member of the Valorisation Advisory Committee to the Dutch Minister of Economic Affairs and the Dutch Minister of Education, Culture and Science. In addition he is a member of the supervisory boards of MAASTRO Clinic for Radiotherapy, Virenze RIAGG (mental healthcare), MECC Maastricht B.V. (convention and exhibition centre) and StudiJob B.V. (employment agency of Amsterdam University).


Previously, he was founding director of the Maastricht Center for Entrepreneurship; founding director of BioPartner Center Maastricht (life sciences incubator) and co-founder and managing director of Smart Capital Network B.V. (venture capital firm). Jan holds a Bachelor degree in Hotel Management, a Master degree in Business Administration and Quantitative Economics as well as a PhD in Business Administration.



Sign up for the 2016 University-Industry Interaction Conference here.