ISO/TS 44006

© ISO 2023 – All rights reserved
ISO/TC 286/WG4
ISO/DTS 44006:2023(E)
Date: 2023-03-30
ISO/TC 286/WG 4
Secretariat:  SAC BSI
Collaborative business relationship management — Guidelines for
university-business collaboration

DTS stage


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ISO/DTS 44006:2023(E)
© ISO 2023
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this
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ii © ISO 2023 – All rights reserved

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ISO/DTS 44006:2023(E)
Contents
Foreword . v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Structure of this document . 2
5 Implementation of the principles of university and business relationships management . 2
5.1 Relationship management . 2
5.1.1 What: summary of the intent . 2
5.1.2 Why: explanation of the relevance . 2
5.1.3 How: implementation guidance . 3
5.2 Visions and values . 3
5.2.1 What: summary of the intent . 3
5.2.2 Why: explanation of the relevance . 3
5.2.3 How: implementation guidance . 4
5.3 UBC objectives . 4
5.3.1 What: summary of the intent . 4
5.3.2 Why: explanation of the relevance . 4
5.3.3 How: implementation guidance . 5
5.4 Collaborative leadership . 6
5.4.1 What: summary of the intent . 6
5.4.2 Why: explanation of the relevance . 6
5.4.3 How: implementation guidance . 6
5.5 Governance and processes . 7
5.5.1 What: summary of the intent . 7
5.5.2 Why: explanation of relevance . 7
5.5.3 How: implementation guidance . 7
5.6 Collaborative competence and behaviour . 8
5.6.1 What: summary of the intent . 8
5.6.2 Why: explanation of relevance . 8
5.6.3 How: implementation guidance . 8
5.7 Trust and commitment to mutual benefit . 9
5.7.1 What: summary of the intent . 9
5.7.2 Why: explanation of relevance . 9
5.7.3 How: implementation guidance . 9
5.8 Value creation . 9
5.8.1 What: summary of the intent . 9
5.8.2 Why: explanation of relevance . 9
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ISO/DTS 44006:2023(E)
5.8.3 How: implementation guidance . 9
5.9 Information and knowledge sharing . 10
5.9.1 What: summary of the intent . 10
5.9.2 Why: explanation of relevance . 10
5.9.3 How: implementation guidance . 10
5.10 Risk management . 11
5.10.1 What: summary of the intent . 11
5.10.2 Why: explanation of relevance . 11
5.10.3 How: implementation guidance . 11
5.11 Relationship assessment and optimization . 13
5.11.1 What: summary of the intent . 13
5.11.2 Why: explanation of relevance . 13
5.11.3 How: implementation guidance . 13
5.12 Exit strategy . 14
5.12.1 What: summary of the intent . 14
5.12.2 Why: explanation of relevance . 14
5.12.3 How: implementation guidance . 14
Annex A (informative) Types of university-business collaboration. 16
Bibliography . 17
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ISO/DTS 44006:2023(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
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electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documentsdocument should be noted. This document was drafted in accordance
with the editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Field Code Changed
Attention is drawnISO draws attention to the possibility that some of the elementsimplementation of this
document may beinvolve the subjectuse of (a) patent(s). ISO takes no position concerning the evidence,
validity or applicability of any claimed patent rights in respect thereof. As of the date of publication of
this document, ISO had not received notice of (a) patent(s) which may be required to implement this
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received (see ).
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For an explanation onof the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the World
Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT)), see
www.iso.org/iso/foreword.htmlthe following URL: .
This document was prepared by Technical Committee ISO/TC 286, Collaborative business relationship
management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
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ISO/DTS 44006:2023(E)
Introduction
With the rapid development of economic globalization, international exchanges and collaboration in
education are also deepening constantly. Good practices of university-business collaboration (UBC) have
been formed in many other countries. The UBC model should be promoted in more countries and regions
around the world. Therefore, it is essential to develop international standards related to UBC, provide
exemplary practices and collaboration guidance for UBC, and promote the sustainable development of
UBC.
The participation of multinational business partners in UBC is becoming more common. However, there
are significant differences between UBC models across different countries, and establishing a common
standard for UBC will provide guidance to the varying UBC practices. Through this, different
stakeholdersinterested parties to the internationalization of UBC can clearly understand expectations,
realize in-depth exchanges and collaboration in international human capital and science and technology
innovation, encourage business partners to explore international markets, and promote global industrial
transformation and economic development.
TheThis document will stimulate the innovation and development of business partners, especially small
and medium-sized business partners, and universities, cultivate applied and innovative talents through
the advantages of UBC, and improve the level of social innovation and the quality of talent employment.
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DRAFT TECHNICAL SPECIFICATION ISO/DTS 44006:2023(E)

Collaborative business relationship management — Guidelines for
university-business collaboration
1 Scope
This document providesgives guidance for universities, business partners, and other interested parties inon
using the 12 principles of collaborative business relationships provided in ISO/TR 44000 to improve their
capability in university-business collaboration (UBC).
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO/TR 44000:2019, Principles for successful collaborative business relationship management
ISO 44001:2017, Collaborative business relationship management systems — Requirements and framework
ISO 44003:2021, Collaborative business relationship management — Guidelines for micro, small and medium-
sized enterprises on the implementation of the fundamental principles
ISO 44004:2021, Collaborative business relationship management — Guidelines for large organizations
seeking collaboration with micro, small and medium-sized enterprises (MSMEs)
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions / terms and definitions given in
Collaborative business relationship management — Guidelines for university business collaboration, as well
as the following apply.
ISO and IEC maintain terminologicalterminology databases for use in standardization at the following
addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1
University university-business collaboration
(UBC)
collaboration between a university and its business partners, (3.2), in order to achieve innovation, knowledge
development, capacity building, workforce development, employment promotion and other collaborative
opportunities.
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ISO/DTS 44006:2023(E)
Note 1 to entry: UniversityThe term “university” in this document refers to an institution of higher (or tertiary)
education which awards academic degrees in several academic disciplines or offers vocational education, including but
not limited to research-oriented university, applied university, business school, art school, college, polytechnic, higher
vocational and technical university (college), and community university (college) and etc.).
3.2
Business partners
business partner
organization that can affect, be affected by, or perceive itself to be affected by the realization of the goal of
university and business.
3.3
a relationship management
series of management activities, such as systems, methods, consultation mechanism and evaluations, which
are carried out to achieve the collaborative relationship expected by a university, their business partners (3.2)
and their interested party.parties
4 Structure of this document
This document is based on the 12 principles of collaborative business relationship given in ISO/TR 44000.
For each principle there are the following three main sub clausessubclauses:
— What: a summary of the intent of the principle.
— Why: an explanation of its relevance to the university and business.
— How: guidance on its implementation.
5 Implementation of the principles of university and business relationships
management
5.1 Relationship management
5.1.1 What: summary of the intent
UBC is based on collaborative working relationships established between universities and business partners.
Relationship management is essential to sustaining collaborative relationships that are ethical and socially
responsible, and that underpin success. This does not have to be a complex process but should be one which
can be easily understood and communicated across the university, business and UBC interested party.
5.1.2 Why: explanation of the relevance
Academia and business communities often operate very differently and may thuscan therefore have a
varying focus on outcomes. The UBC needs toshould have a joint focus on agreeing and effectively managing
the relationship, which can be supported by identifying and documenting a common process of engagement.
A collaborative working relationship management approach helps ensure consistent operation and continual
improvement due to the changes over time and in personnel. In addition, relevant personnel can clarify the
management mode of UBC and the expectations of interested party through a structured and documented
engagement model. It is possible to develop these relationships into a broader, interdisciplinary and lasting
relationship.
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ISO/DTS 44006:2023(E)
5.1.3 How: implementation guidance
5.1.3.1 Establishment of the Relationship Management Planrelationship management plan (RMP)
UniversitiesThe university and its business partners can consider establishing a system of identifying and
evaluating interested parties and various relationships in the UBC, clarifying the contents and methods of
relationship management, and coordinating the relationship among the members of the project.
UniversitiesThe university and its business partners need toshould develop a joint RMP to clarify the
objectives of the UBC and its environment, and the external and internal factors of achieving their objectives.
It also includes the partners, collaboration environment and interested party expectations.
The formulation of a joint RMP can be an iterative and continual optimization process.
5.1.3.2 Identifying relationships
It is important to assess the collaborative relationship and determine the mode of collaboration in all stages
of the UBC, including current, future and possible collaboration.
Best practice alliance benchmarking is a continual improvement process utilized to continually seek
improvement to practices. When developing relationships, both the university and its business partners
should understand their individual and joint advantages from collaborative work, define where they will
have sustainable relationships, and define what methods can promote the sustainable development of the
UBC.
The existing or potential collaborative relationships maycan have different outcomes at different periods of
the UBC. Universities need to be able toThe university should prioritize and distinguish various types of
relationships and consider where a collaborative approach can deliver maximum benefit.
5.1.3.3 Establishing organization and leadership
The UBC needs toshould establish a joint management team, including the leadership team, to clearly identify
the senior administrative personnel or its designated representatives responsible for the UBC, and identify
the members, their roles, responsibilities and powers.
The joint management team needs toshould build thean environment to support the implementation of the
UBC, including but not limited to the resources, equipment, property, personnel and risk management.
The joint management team should ensure continual management and upgrading of the UBC in accordance
with the objectives and governance requirements.
The joint management team can develop collaborative partners according to project needs, and establish and
implement the joint RMP, so that all partners can benefit from it.
5.2 Visions and values
5.2.1 What: summary of the intent
The visions and values of a UBC should reflect the alignment objectives and concepts of collaborative work,
avoid moral or ethical clashes, and articulate the future direction, culture and values required to effectively
work with business partners.
5.2.2 Why: explanation of the relevance
Visions and values provide guidance for universities, business partners and their interested parties in order
to align the direction of any development, culture, reputation, ethics and behaviorbehaviour. The consistent
expression of the visions and values will help collaborators and interested parties in optimizing collaborative
outcomes.
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ISO/DTS 44006:2023(E)
5.2.3 How: implementation guidance
5.2.3.1 Identifying the visions and values of collaboration
There are important factors that affect the development of collaborative work and the success of the UBC,
including the anticipation of visions and values and the profiles of relevant parties, and potential
compatibility between the university and its partners. All the interested parties to the UBC need toshould
have a clear and consistent understanding of their visions and values, and maintain a clear focus on value
creation.
5.2.3.2 Implementing the visions and values of collaboration
UBC Management need tomanagement should implement the visions and values of all parties throughout the
process of collaboration. Common goals and clear responsibilities need toshould be established for all
parties. UniversityThe university and its business partners should focus on internal and external objectives,
which include:
— strengthening the research quality and education capacity of the university, ;
— strengthening institutional collaboration between university researchers and potential users of research
in government, industry, and communities, mobilize resources for research from funding bodies with
adhering to ethics guidelines, protecting intellectual property rights of interested parties. and
communities;
— mobilizing resources for research from funding bodies while adhering to ethics guidelines;
— protecting the intellectual property rights of interested parties.
5.3 UBC objectives
5.3.1 What: summary of the intent
The objectives of the university and its business partners can be achieved through collaborative work and is
established by identifying the driving factors. The interested parties of the UBC need toshould agree on the
objectives and express them in their RMP. The realization of the objectives requires interestedInterested
parties toshould carry out their responsibilities and provide adequate resources. Key to realize the
objectives. They should also consider key elements and value embodiment of the UBC are also needed, so
that they can address the differences in thoughts or behaviorbehaviour that maycan arise in the process of
collaboration.
5.3.2 Why: explanation of the relevance
The collaborationCollaboration and exchange between universityuniversities and business partners is one
of the important channels for industriesindustry development and curriculum design, talent cultivation, and
resource mobility, and also promotes innovation in society. The effectiveness and feasibility of the objectives
are the basis for restructuring theany limited resources, enhancing the competitive advantage, and realizing
the value for the university and, its business partners and UBC interested party. The clarityparties. Clarity of
the objectives is the basis for effective collaboration and provides guidance on the implementation of
activities, key points, development direction and behaviorbehaviour for all parties. A clear statement of the
objectives of collaboration directly contributes to the consistency of the actions and conduct of all parties.
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ISO/DTS 44006:2023(E)
5.3.3 How: implementation guidance
5.3.3.1 Establishing objectives
All the parties need toshould have a clear and consistent understanding of their objectives and should
consider the value of participating in the collaborative arrangement.
In the process of collaborative working involving all interested parties, each party should define its own
objectives, understand the other party’s objectives, and find the common objectives of all parties.
This is necessary to ensure compatibility between a party’s own objectives and the common objectives, and
achieve effective participation of all parties, and maintain mutual benefit between and among the parties.
5.3.3.2 Coordinating preparation
All parties need toshould clarify the objectives and values of collaboration in advance, integrate resources,
and establish effective collaboration mechanisms. Defining the objectives will ensureensures that the
collaborative approach can be carried out better in order to improve the efficiency of the relationship and
reduce the negative impact of external conditions on the partnership.
5.3.3.3 Coordinating preparation
Consideration should be given to the individual risks of collaboration for each party and to consider the. The
joint risks should be considered in a holistic manner.
5.3.3.4 Refining objectives
All parties should clarify the development direction of the objectives, and consider the setting of milestones.
All parties can set small, phased objectives according to the time limitation, and the. The objectives can be
divided into short-term, medium-term and long-term objectives.
All parties may set clear objectives for each sub-item according to the various contents of the collaboration.
5.3.3.5 Implementing objectives
All parties need toshould formulate clear action plans according to the collaboration objectives.
In the process of implementing a collaborative venture, it is necessary toall parties should effectively
communicate and implement the established objectives.
The formulation of the action plans should fully assess the actual capabilities and influencing factors of all
parties to ensure that the plans are able to be executed, quantified and assessed.
During the implementation process, it is ne
...