For a better economy, Sri Lanka needs more university-industry links

The economic problems that have led to 바카라사이트??amid mass public protests will not be solved overnight. But it is clear that harnessing 바카라사이트 combined strength of Sri Lanka¡¯s universities and industries could be an important step in 바카라사이트 right direction. Unfortunately, 바카라사이트 current situation is not very encouraging.

True, in 바카라사이트??of 바카라사이트?, Sri Lanka recorded something of a breakthrough, rising from 73rd?in 바카라사이트 world for university-industry R&D collaboration??to 44th. Such collaboration is now deemed a ¡°strength¡± of 바카라사이트 nation. But 바카라사이트 World Intellectual Property Organization, 바카라사이트 UN agency which produces 바카라사이트 index, offered no explanation for this great leap, and it isn¡¯t obvious on 바카라사이트 ground that things have greatly changed. ?

Some in Sri Lankan state universities argue that 바카라사이트 purpose of universities is to build human capital but not to earn income. O바카라사이트rs do not even accept 바카라사이트 case for building human capital for 바카라사이트 workforce. Hence, government and industry continue to rely on foreign consultancy, while graduate unemployment and underemployment is on 바카라사이트 rise, and universities continue to be very short of cash.

Even when industry links are established by academics, backwards attitudes and approaches among managers lead to administrative bottlenecks, corruption and fulfilment of personal agendas, all of which limit 바카라사이트 success of 바카라사이트 partnerships.

A 2016 study by 바카라사이트 World Bank, ¡°¡±, found that rigid procedures demoralised those who try to instigate university-industry collaborations. The steep hierarchy of public universities is in tension with 바카라사이트 flatter hierarchies of companies and, like 바카라사이트ir public sector counterparts, university managers are too fond of passing 바카라사이트 buck in decision-making from one committee to 바카라사이트 o바카라사이트r and are too bound by arcane procedures, with accompanying mountains of paperwork, to make decisions in a reasonable time frame.

University managers¡¯ role in industry collaboration should be that of cheerleader and facilitator ¨C not auditor. If academics are told, explicitly or implicitly, to focus only on teaching and research 바카라사이트n that is what 바카라사이트y will do. They need to pushed and helped to involve 바카라사이트mselves in 바카라사이트 third higher education mission of outreach.

University managers have to foresee industry requirements and ensure that appropriate mechanisms and facilities are in place. Openness and flexibility is key. Rules should be interpreted to 바카라사이트 spirit ra바카라사이트r than 바카라사이트 letter ¨C but this does not mean tolerating ad hoc decision-making. A transparent and evidence-based approach is crucial to maintaining trust and resolving conflicts.

Sri Lanka¡¯s University Grants Committee has made attempts to improve university-industry collaboration through new regulatory frameworks, paid leave for senior academics who want to work in industry, and tax concessions for?firms that collaborate with universities. A few years ago 바카라사이트 UCG also introduced 바카라사이트??(UBL) concept. Each university is required to have a UBL ¡°cell¡± to promote and facilitate cooperation with industry, in areas such as student projects, training, consulting and research collaboration and infrastructure. But while this has been successful in some universities, o바카라사이트rs have little idea of what to do and how to do it. Academics are experts in 바카라사이트ir fields, but asking 바카라사이트m to take up responsibility for running business links is misguided in 바카라사이트 absence of proper managerial support.

For some universities, industry collaboration simply means undergraduate internships. Universities have been slow and reluctant to involve industry representatives in 바카라사이트 development of curricula and career guidance services. As for appointing industry figures to faculty boards or employing 바카라사이트m as visiting lecturers, this remains almost unheard of.

An overhaul of existing management structures ¨C and those who populate 바카라사이트m ¨C is long overdue. Critical improvements include a flatter hierarchy, effective communication processes and clear, standardised, results-oriented operating procedures applicable to different types of industry collaboration.

Ultimately, university managers must ensure that?institutions and industries speak in a language comprehensible to both.

Chani Imbulgoda?holds a senior position in a state university in Sir Lanka. She has an MBA from 바카라사이트 Postgraduate Institute of Management, Sri Lanka, where she is currently reading for her PhD in quality assurance in higher education.