A growing body of research examines whether and how university research parks (URPs) enhance the performance of their tenants and foster regional innovation. As the findings in the literature are inconclusive, we argue that the URP construct requires closer conceptual examination, especially in regards to URP strategies. This paper highlights the limitations of treating URPs homogenously and theorizes how URPs’ strategies vary and arise. We develop a conceptual model, a typology, based on URP’s industry specialization and development services, of four types of URP strategies. The model shows how URP strategies can vary in theoretically important ways to generate URP internal and external strategic fit.

1. A typology of university research park
strategies: What parks do and why it matters
Image, : Innovation Curve: Technology Park at Stanford Research Park., by Form4 Architecture

2. The Authors
Ian P. McCarthy
Bruno S. Silvestre
Andrew
von Nordenflycht
Shiri M. Breznitz

3. “A typology of university research park strategies: What
parks do and why it matters, in: Journal of Engineering and
Technology Management 47, 110-122, 2018
Download the article here
The article

4. “University research parks (URPs) are property-based developments that
accommodate and foster the growth of tenant firms. Unlike other research,
science and technology parks, URPs have an affiliation with a university based
on proximity, ownership, and/or governance” (McCarthy et al. 2018: 110)

5. ● Some studies show a positive impact
of URPs on:
○ the performance of tenant firms
(Leyden et al., 2006; Link and
Scott, 2003b; Yang et al., 2009)
○ the flow of knowledge between
universities and URP firms
(Colombo and Delmastro, 2002;
Fukugawa, 2006; Link and Scott,
2003b),
The case for URPs

6. ● The impact of URPs on tenant firms
is ambiguous or even negative
(Felsenstein, 1994; Ferguson and
Olofsson, 2004; Quintas et al., 1992;
Fukugawa, 2006).
● The evidence in support of URP
impact “is mixed no matter the unit of
analysis, the measure of
performance and the specific
econometric tool used” (Squicciarini,
2008: 48).
● URPs are simply “high-tech
fantasies” (Massey, 1991).
The case against URPs

7. ● We suggest that one reason for inconsistent findings
on URP impact is due to:
● The lack of theoretical guidance on understanding:
○ How URPs can vary in terms of their strategy, i.e.,
what they do, how they do it, and the different
impacts.
○ How URP strategy is suited to the conditions of
their region and their university mission..
URP strategic diversity and fit

8. Characterizing the strategies of URPs
● URP specialization: a form of selection in which
URPs make a strategic decision concerning which
types of tenant firms (i.e, industry and tech focus) to
accept for entry and which to reject.
● URP development services: reflects the extent to
which URPs provide services (e.g., training,
mentoring, and networking) to their tenant firms to
facilitate their growth

9. A typology of URP strategies

10. A typology of URP strategies

11. Factors associated with URP strategic fit.

12. References
Colombo, M.G., and Delmastro. M. (2002). How effective are technology incubators? Evidence
from Italy. Research Policy, 31(7), 1103-1122.
Fukugawa, N. (2006). Science Parks in Japan and their value-added contribution to new
technology-based firms. International Journal of Industrial Organization, 24, 381-400.
Leyden, D.P., Link, A., Siegel, D.S., (2006). A Theoretical and Empirical Analysis of the Decision to
Locate on a University Research Park. SSRN eLibrary Retrieved from.
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=900546
Link, A. N., and Scott, J. T. (2003a). The Growth of Research Triangle Park. Small Business
Economics, 20(2), 167-75.
Link, A.N. and J.T. Scott. (2003b). U.S. science parks: the diffusion of an innovation and its effects
on the academic missions of universities. International Journal of Industrial Organization, 21(9),
1323-1356.
Massey, D. (1991). High-Tech Fantasies: Science Parks in Society, Science and Space. Routledge.
McCarthy, I.P., Silvestre, B.S., von Nordenflycht, A. and Breznitz, S.M., (2018). A typology of
university research park strategies: What parks do and why it matters. Journal of Engineering
and Technology Management, 47, pp.110-122.
Squicciarini, M. (2008). Science Parks’ tenants versus out-of-Park firms: who innovates more? A
duration model. The Journal of Technology Transfer, 33(1), 45-71.
Yang, C., Motohashi, K., and Chen, J. (2009). Are new technology-based firms located on science
parks really more innovative? Evidence from Taiwan. Research Policy, 38(1), 77-85.

13. Ian
McCarthy
@toffeemen68
Professor, Technology and
Operations Management
Beedie School of Business
Simon Fraser University
Ian McCarthy
It Depends Blog
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