Title: A case study of the Virginia Tech Corporate Research Center in the context of the Cabral-Dahab Paradigm, with comparison to other US research parks
Authors: Ann E. Echols, Joe W. Meredith
Addresses: The R.B. Pamplin College of Business, Department of Management, Strategic Studies Program, Virginia Polytechnic Institute and State University, Blacksburg, VA 24061-0233, USA. Virginia Tech Corporate Research Center, Virginia Polytechnic Institute and State University, 1872 Pratt Drive, Suite 1000, Blacksburg, VA 24060-6363, USA
Abstract: The Cabral and Dahab Paradigm is evaluated by applying its ten conditions for success to the Virginia Tech Corporate Research Center (VTCRC) and to 18 randomly-selected US university-related research parks. The VTCRC, in collaboration with the university, advances the research and technology transfer missions of Virginia Tech, forming lasting partnerships and developing valuable new products. Over 1100 people are now employed at the VTCRC. The paper addresses how other university-related research parks value the elements of the Cabral-Dahab Paradigm. The Cabral-Dahab Paradigm is, in general, supported by our analysis of the single case, and by the survey of other university-related research parks.
Keywords: science parks; science-based industry; research and development management; evaluation; university industry relations; technology transfer; Cabral—Dahab Paradigm.
International Journal of Technology Management, 1998 Vol.16 No.8, pp.761-777
Available online: 04 Jul 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article