Science Park - Management

Management

The Association of University Research Parks (AURP), a non-profit association made up of university-affiliated research parks, defines university research and science parks as a property-based venture, which has certain characteristics, of which include:

1. Master planned property and buildings designed primarily for private/public research and development facilities, high technology and science based companies, and support services.
2. A contractual, formal or operational relationship with one or more science/research institutions of higher education.
3. A role in promoting the university's research and development through industry partnerships, assisting in the growth of new ventures and promoting economic development
4. A role in aiding the transfer of technology and business skills between university and industry teams A role in promoting technology-led economic development for the community or region.

Research parks exist to enhance collaboration between academia, industry and government.

The International Association of Science Parks explains that the purpose of these parks is to promote the economic development and competitiveness of cities and regions by creating new business, adding value to companies, and creating new knowledge-based jobs.

The Cabral Dahab Science Park Management Paradigm, first presented by Regis Cabral as ten points in 1990, has been influential in the management of science parks around the world and lays down the following conditions for a property development to be considered a science park. According to the management paradigm, a science park must:

1. Have access to qualified research and development personnel in the areas of knowledge in which the park has its identity.
2. Be able to market its high valued products and services.
3. Have the capability to provide marketing expertise and managerial skills to firms, particularly Small and Medium-sized Enterprises, lacking such a resource.
4. Be inserted in a society that allows for the protection of product or process secrets, via patents, security or any other means.
5. Be able to select or reject which firms enter the park. The firm's business plan is expected to be coherent with the science park identity.
6. Have a clear identity, quite often expressed symbolically, as the park's name choice, its logo or the management discourse.
7. Have a management with established or recognised expertise in financial matters, and which has presented long term economic development plans.
8. Have the backing of powerful, dynamic and stable economic actors, such as a funding agency, political institution or local university.
9. Include in its management an active person of vision, with power of decision and with high and visible profile, who is perceived by relevant actors in society as embodying the interface between academia and industry, long-term plans and good management.
10. Include a prominent percentage of consultancy firms, as well as technical service firms, including laboratories and quality control firms.