Contents I. Introduction
Many firms decide to engage in university–industry collaboration (UIC) to advance their scientific knowledge and technology in the mission of innovation development [1]–[3]. The popularity of UIC has been driven by various factors, such as encouraging policies of government in the triple helix model [2], [4], [5], the supportive mission of commercialization and the vision of entrepreneurial universities [6]–[9], the multidisciplinary character of state-of-the-art technologies, and the enhancement of corporate image [5]. Searching for well-matched academic partners can be challenging for a firm, however, as there are many choices of academic partners with a large range of characteristics. A successful collaboration relies on the effectiveness of knowledge creation and knowledge transfer [10]. There are diverse reasons for the failure of technology partnerships, such as strategic or goal divergence, cultural mismatch, lack of commitment, and asymmetric incentives [11], [12]. Many UICs become unproductive and rough due to a gap in the research agenda between the firm's demand for applied research versus academia's preference for basic research [13]–[15], a gap in agreement about intellectual property management between a firm's policy of knowledge protection versus academia's mission of knowledge revelation [2], [16]–[18], and the gap in organizational culture between a firm's active working procedure versus academia's bureaucratic working style [19], [20], and [21].
