this can include changes in (a) internal rules/regulations and structures to integrate
the various disciplines required to conduct sustainability science research
(e.g. through faculty programmes, interdepartmental collaboration, fellowships,
exchange programmes) as well as (b) external rules/regulations (e.g. policies on
intellectual property and technology transfer, information-sharing, multi-stakeholder
engagement, and outreach programmes) (Talwar et al. 2011; Lang et al. 2012;
Yarime et al. 2012; Ávila et al. 2017). These, more hybrid organizational models
of governance, could possibly enable universities to cope with the complex networks
and linkages between research-based innovation and economic development
(Jongbloed 2015).
However, concrete guidelines on how to effectively restructure institutional
dynamics are currently lacking. Possibly, an important first step towards improved
collaborative research would be to begin periodic evaluations of these relationships
to address weaknesses in institutional designs and working practices that have
hindered effective stakeholder interaction and learning in the past (Saad 2004).
8.4.3 Research Funding Strategies
As already mentioned in this chapter, funding remains a key factor that can dictate
the success of innovation strategies and effective collaboration and research for
sustainability (see Chap. 1, 5 Vol. 1). In line with national and regional initiatives,
the government of Ghana aims to establish a National Science, Technology and
Innovation Fund (MESTI 2017a). The target is to allocate the recommended minimum of 1% of GDP annually to support science and technology activities across
various institutions. This allocation may, however, not adequately reflect the
national development priorities. Actually, various combinations of different measures under the national STI policy could rather be budgeted separately (UNECA
2016).
Conversely, although the financial support towards HEIs has so far been generally higher from the government compared to the private sector (Sect. 8.3.1), the
increasing constraints on public spending may reduce future public financing of
education (Sect. 8.3.3). In this context, HEIs are being pressured to diversify their
research funding options as well as enhance collaboration with industry to attract
funding. The government already encourages engagement with the private sector
through various Public–Private Partnerships (PPPs) schemes (MOFEP 2011). This
can translate into one or more variations of the archetypical university–industry
relationships, such as the “entrepreneurial” university (Gulbrandsen et al. 2011;
Yarime et al. 2012). In this model, industry benefits from access to research and
expertise, while universities obtain additional funds to purchase equipment and
conduct research. Technology transfer offices become the main avenues to maximize
knowledge transfer and reconcile the potentially conflicting interests of stakeholders,
while R&D contracts manage these possibly win–win collaborations (BerbegalMirabent and Ribeiro-Soriano 2015; Fernandes et al. 2015). The development of
268
A. M. Mensah and C. Gordon
the various disciplines required to conduct sustainability science research
(e.g. through faculty programmes, interdepartmental collaboration, fellowships,
exchange programmes) as well as (b) external rules/regulations (e.g. policies on
intellectual property and technology transfer, information-sharing, multi-stakeholder
engagement, and outreach programmes) (Talwar et al. 2011; Lang et al. 2012;
Yarime et al. 2012; Ávila et al. 2017). These, more hybrid organizational models
of governance, could possibly enable universities to cope with the complex networks
and linkages between research-based innovation and economic development
(Jongbloed 2015).
However, concrete guidelines on how to effectively restructure institutional
dynamics are currently lacking. Possibly, an important first step towards improved
collaborative research would be to begin periodic evaluations of these relationships
to address weaknesses in institutional designs and working practices that have
hindered effective stakeholder interaction and learning in the past (Saad 2004).
8.4.3 Research Funding Strategies
As already mentioned in this chapter, funding remains a key factor that can dictate
the success of innovation strategies and effective collaboration and research for
sustainability (see Chap. 1, 5 Vol. 1). In line with national and regional initiatives,
the government of Ghana aims to establish a National Science, Technology and
Innovation Fund (MESTI 2017a). The target is to allocate the recommended minimum of 1% of GDP annually to support science and technology activities across
various institutions. This allocation may, however, not adequately reflect the
national development priorities. Actually, various combinations of different measures under the national STI policy could rather be budgeted separately (UNECA
2016).
Conversely, although the financial support towards HEIs has so far been generally higher from the government compared to the private sector (Sect. 8.3.1), the
increasing constraints on public spending may reduce future public financing of
education (Sect. 8.3.3). In this context, HEIs are being pressured to diversify their
research funding options as well as enhance collaboration with industry to attract
funding. The government already encourages engagement with the private sector
through various Public–Private Partnerships (PPPs) schemes (MOFEP 2011). This
can translate into one or more variations of the archetypical university–industry
relationships, such as the “entrepreneurial” university (Gulbrandsen et al. 2011;
Yarime et al. 2012). In this model, industry benefits from access to research and
expertise, while universities obtain additional funds to purchase equipment and
conduct research. Technology transfer offices become the main avenues to maximize
knowledge transfer and reconcile the potentially conflicting interests of stakeholders,
while R&D contracts manage these possibly win–win collaborations (BerbegalMirabent and Ribeiro-Soriano 2015; Fernandes et al. 2015). The development of
268
A. M. Mensah and C. Gordon