Category Archives: Uncategorized

10 Challenges for ORICs to Develop Industry Linkages

By   September 29, 2017

The Technology Transfers Offices (TTOs) in the universities are the new phenomena led by Higher Education Commission – HEC Pakistan. The TTO is called “Office of Research Innovation and Commercialization – ORIC” here in Pakistan. The ORICs try to bring industry closer to researchers with the hope that research will gain its relevance and acceptance in the society and industry. The environment of the technology support office and the infrastructure contributes greatly to the innovative researches produced by academia. Empowering academic scientists with the possible technology management support makes them able to produce a commercially feasible innovation (Rahim, Mohamed, & Amrin, 2015). We have outlined 10 pertinent challenges in academia – industry linkages. These points are extracted from technology transfer experience of last seven years.

  1. Understanding

How much faculty understands the technology needs, application and the environment supposed to absorb and consume the technology is the basic challenge. The scientists grown up in academic environment have weaker understanding about industrial context and unable to deliver technology as per requirements.

Similarly, industry understanding of academic strengths and limits in terms of technology development may halt the joint working. Industry expects unrealistically what academic scientists may not be able to deliver.

ORIC role becomes significant to develop a real and clear understanding about each other’s strengths and limitations. ORIC needs to build the capacity to help both academia and industry have realistic expectation, understand well and recognize strengths.

  1. Experiences

There are a number of failures in university-industry working which widens the trust gap. The poor designing of project leads to the failure. Both academia and industry has no prior experiences and success stories on how to make join technology project a success. Therefore it is critical to understand how the working experience will start at the initial stage.

Our experiences show that high tech projects with very much assured delivery of competitive products are destined to failure. The short low tech project aiming for small deliverables and incremental improvements get success and build good experiences for next level collaboration.

ORIC needs to design the university-industry experience from low to high and may need to focus on incremental operational improvements at the start.

  1. Real value

Currently universities are not much specialized or known for technology delivery in specific areas. Industry demands prior experience or focused area to work on. ORIC needs to develop an area of focus working where real value can be delivered. The initial stage of working demands a lot of concentration on core value to be offered to industry. Being general and attempting every problem may lead both parties to nowhere.  The ORICs need to pick their best faculty and plan a promised value offering for industry with all the support and backup. This will also inspire industry to trust and work on those specific issues with that specialized institution.

  1. Incentives

Academia and industry expect from ORIC and the scientist to deliver solutions to local society and industry without addressing the question “why”. Practically this why does not exist behind both the scientist and industry. Why the scientists dedicate time and attention for technology instead of teaching and publishing? Why industry invest time and attention with local scientists instead of buying technology from abroad.

The question of “why” must be addressed through incentive system for both the scientist and industry to work for each other’s. The scientist must find incentives, job security and promotion in developing locally needed technologies and solving problems (Debackere & Veugelers, 2005).

The industry must find incentives and profit in working with local scientists as compared to buying from abroad.

  1. Capacity

Technology experience is new for the entire nation in Pakistan. ORICs, Scientists and industry managers need to build their capacity on how to succeed in joint technology projects. ORICs need capacity of technology management including contract drafting, licensing, IP and tracking of project from start to end.  The scientist needs capacity to understand industry context, market competition, technology interventions and how to respond these challenges in target technology.

Industry needs capacity and learning on how to work with academia, utilize strengths of the scientist and design the project according to academic working.

  1. Institutional backup

The technology projects need scientific skills of researchers but duly ownership of the institution too. The technology development is fundamental component but yield no value unless fully supported by the institution in many aspects. The lack of institution ownership is major reason in projects failure with industry and weak linkages. The institution needs to provide full ownership, facilitation in terms of resources and labs, support for faculty interaction and involvement.

Institution also needs to provide an environment of appreciation and encouragement for technology projects and industry interaction. The academic working load like teaching and administration often does not allow the scientist to deliver promised technology. The universities need to provide flexible timing for the scientists need lot of interaction and working for technology projects.

  1. Economics

The scientists in academia are trained to think and present technologies in terms of validity, significance and scientific rigor. The industry thinks and talks in terms of economics, profits, investment size and payback period. No technology can fit in the industry context unless it is translated in terms of profit and investment.

ORICs need to develop capacity of turning science into economics for industry acceptance. There needs to be professionals in ORIC who understand science and economics and present science work in the forms of business plans and feasibilities.

  1. IP Management

The management of intellectual property plays critical role in success and failure of technology projects. The technologies without proper IP management become freeware, lose standardization and wasted due to misuse and production faults. The proper IP management through institutional backing ensures right path of technology progress from idea to production and consumer response.

ORICs need to spread awareness about IP management and its benefits to both scientist and industry. The ORICs needs specialized expertise of IP management at all the stage of technology development.

  1. Governance

The governance at large and specifically technology governance is very critical for technology success. The poor governance in the society encourages lawlessness, copying and technology robbery. The investment of both academia and industry yields zero value if it is copied and no one is there to protect the inventor and investor.

ORICs and Industry needs to work on innovation eco system to strengthen the technology and innovation governance in the country. This is fundamental for trust on technology and university – industry linkages.

  1. Belief

The technology and innovation is the product of society, culture, customs and over all brought up of the citizen. The overall environment of the society set the belief system and people behave accordingly. The dilemma of the developing countries includes people’s disbelieve on long term projects of technology innovation. People are afraid of insecure and spend our day to secure their tomorrow. People have less time to invest on new ideas and technologies which results in many fold return after a decade or so.

The risk-aversion behavior also disables people to believe in risk taking initiatives of technology innovation. The society needs to encourage people for risk and reward them for failures. ORICs and industries need to work on overall society and culture to promote risk taking, open thinking, innovativeness and learning by mistakes.

By facing the above challenges, ORICs need to build valuable university-industry linkages with the support of its Institution, academic researchers’ and industry cooperation. ORICs are the central and integral part to bridge the gap between university and industry. ORIC drivers can foster these collaborations making academic scientists and policy makers to strengthen their weak areas and thus exhibiting overall performance (Hülsbeck, Lehmann, & Starnecker, 2013).


  • Rahmat Ullah, Chief Coordinator, Institute of Research Promotion, General Secretary, SATHA, Manager ORIC, University of Management and Technology (UMT), Lahore –
  • Aafia Khalid, Research Officer, South Asia Triple Helix Association (SATHA), UMT, Lahore –


Debackere, K., & Veugelers, R. (2005). The role of academic technology transfer organizations in improving industry science links. Research policy, 34(3), 321-342.

Hülsbeck, M., Lehmann, E. E., & Starnecker, A. (2013). Performance of technology transfer offices in Germany. The Journal of Technology Transfer, 38(3), 199-215.

Rahim, N. A., Mohamed, Z. B., & Amrin, A. (2015). Commercialization of emerging technology: the role of academic entrepreneur. Procedia-Social and Behavioral Sciences, 169, 53-60.

Entrepreneurial Scientists Needed in Pakistan

By   August 15, 2017

Entrepreneurial Scientists Needed in Pakistan

The entrepreneurial scientist is the new hybrid breed of the researchers who believe in serving society along with academia (Jain, George, & Maltarich, 2009). The country like Pakistan is in a serious need of such scientists and researchers. Pakistan through HEC has achieved great milestones of building research capacity in Pakistan. This capacity constitutes two aspects as setting up labs and laboratories in the universities and training human resources in the form of PhDs. Now Pakistan needs a shift towards entrepreneurial science by enabling faculty and universities to produce local solutions out of the science works.

  • The Myth

There is a serious confusion in Pakistan about combining research and solution. The academia prefers to do publishable research with the belief that applied research cannot be published in the high repute academic journals. In pursuit of the academic publication, the issues of society and industry are missed or ignored.

  • The Fact – Study by IRP

Institute of Research Promotion – IRP as active technology management institution is involved in 200-300 technology projects. These projects are identified by partner industries and now given to the academia for solution development. IRP has embarked on a research study to investigate this myth and found that there is a breed of scientists who publish well and also contribute to the economic progress of the society. The study conducted over the span of three years included almost 300 cases of technology development. Around 30% of these cases are purely academic where the idea is born, incubated and developed into a good business through the involvement of university faculty.

IRP has developed a training program, a smart book and a paper out of this extensive study. The study is continuous and will include more cases in the future.

  • The Entrepreneurial Scientists

The entrepreneurial scientists adopt a dual role in academic life. They teach and supervise students, engage with industry and society, develop technology solutions and publish their research work also. The ideas of these professors and students of these professors turn into a great business and solve human problems (Jain et al., 2009).

Our study offered a framework extracted from the academic cases that theoretically represent the entrepreneurial scientists. The framework is called PESE and consists of the Personality, The Environment, The Scientific Skills and The Enterprising Skills.

  • The PESE Framework for Entrepreneurial Scientists

The study concludes that personality of the scientists plays a critical role in exercising entrepreneurial science. The personality features like having belief in science capacity to solve social and economic problems of human, showing persistence in case of continuous failures, having love for interaction and engagement with outside world and effective communication help faculty members to grow as entrepreneurial scientists (Moog, Werner, Houweling, & Backes-Gellner, 2015).

Similarly, the environment of the university, city and the country frame the entrepreneurial scientists. The components of the environment include strong IP protection, risk awarding culture, incentives for problem-solving research, industry capacity to exploit academic technologies and training of faculty members to understand local problems and develop technology solutions (Oliver, 2004).

The scientific rigor in terms of Ph.D. qualification, good publications and supervision of graduates’ research is also an enabler for problem-solving research.  Our study also found enterprising skill as fundamental for the researchers to do entrepreneurial science (Moog et al., 2015). The skills are related to generating funding, engaging with stakeholders, converting science into a solution, developing products from academic results and understanding science of consumers’ perception and behaviors of the investor.

The developing countries like Pakistan need to focus on promoting entrepreneurial science by offering related policies and incentive system.


  • Rahmat Ullah, Chief Coordinator Institute of Research Promotion (IRP), Secretary General South Asia Triple Helix Association (SATHA), Manager ORIC, University of Management and Technology –
  • Rashida R. Zohra, Assistant Professor Jinnah University for Women, Deputy Director OIRC –
  • Muqaddas Tariq, Ph.D. Research Scholar Chemistry –
  • Aafia Khalid, Research Associate South Asia Triple Helix Association (SATHA), Office of Research Innovation and Commercialization (ORIC), University of Management and Technology (UMT), Lahore –


Jain, S., George, G., & Maltarich, M. (2009). Academics or entrepreneurs? Investigating role identity modification of university scientists involved in commercialization activity. Research policy, 38(6), 922-935.

Moog, P., Werner, A., Houweling, S., & Backes-Gellner, U. (2015). The impact of skills, working time allocation and peer effects on the entrepreneurial intentions of scientists. The Journal of Technology Transfer, 40(3), 493-511.

Oliver, A. L. (2004). Biotechnology entrepreneurial scientists and their collaborations. Research policy, 33(4), 583-597.


By   April 12, 2017

NVivo 11 & SPSS for Planning, Analyzing and Writing

On-line: May 18-19, 2017 | Time: 09:30 AM to 05:30 PM (GMT+5) | Venue: Webinar/Webcast

Get Registered On-line

The long debate for pros and cons of qualitative and quantitative research has turned into mixed method research. This emerging approach is largely backed by growing area of inter-disciplinary research.  Scholars have identified various innovative strategies and techniques to operationalize mixed method research to answer marriage of both qualitative and quantitative research challenges. This workshop trains participants on fundamental strategies of mixed method research related to planning and execution. Participants will also learn how to combine potentials of NVivo 11 & SPSS for quantitative and qualitative analysis.


  • Plan and conduct mixed method research?
  • Combine qualitative and quantitative data and its analysis?
  • NVivo 11 & SPSS for mixed method research?
  • Write and present mixed method research


  • Developing orientation to mixed method research
  • Make people understand in designing strategies of mixed method research
  • Enabling participants to analyse and write using mixed method approach
  • Use of NVivo 11 & SPSS for mixed method data analysis


  • MPhil/PhD Scholars
  • Faculty members and researchers of universities
  • Scientific officers of universities
  • R&D managers and planners
  • Research officers of NGOs and social sector organizations
  • Consultants and policy analysts

DAY 01

  • What is mixed methods research- philosophical fundamentals
  • When and why to use mixed methods
  • Key differences in quantitative, qualitative and mixed methods research


  • Marriage strategies of quantitative and qualitative data
  • Parallel, Conversion, Sequential, Multilevel and Data Synthesis
  • Design Strategies:
  • Sequential Explanatory Strategy
  • Sequential Exploratory Strategy
  • Sequential Transformative Strategy
  • Concurrent Triangulation Strategy
  • Concurrent Embedded Strategy
  • Concurrent Transformative Strategy


  • Benefits of using mixed methods
  • Challenges of using mixed methods
  • Consideration for write up in mixed methods
  • Consideration for publishing in mixed methods

DAY 02


  • Design and Study Plan
  • Literature Review
  • Data Collection
  • Data Analysis
  • Results presentation and Write up


Prof Dr. Khalid Mahmood is an ambitious, energetic and renowned personality of library and information science (LIS) in Pakistan and overseas and serving as Professor at Department of Information Management, University of the Punjab, Lahore-Pakistan. He has completed his HEC sponsored post-doctoral research at Department of Information Studies, Graduate School of Education & Information Studies (GSE&IS), University of California, Los Angeles (UCLA), USA (2010-2011). He is the author of 118 research papers published in national and international journals of repute. He has contributed seven books. He is the chief editor of a well-known scholarly publication, i.e., Pakistan Journal of Library and Information Science. He is the member of editorial boards of the following international and national LIS journals: Information Development (Sage Publications, USA), Library Philosophy and Practice (LPP) (University of Idaho, USA), Webology (University of Tehran), and Pakistan Library & Information Science Journal (Library Promotion Bureau, Karachi). He is the approved PhD supervisor of Higher Education Commission of Pakistan (HEC) and has supervised many masters, M.Phil and PhD theses. He has developed numerous projects related to research and library automation for different local and foreign organizations. He has attended above 100 workshops, seminars etc. as a resource person and/or participant. Dr. Khalid’s are of specializations are: use of information technology, bibliometrics, library technical services and LIS education and research.

Dr. Aman Ullah is PhD in Human Resource Management (HRM) from Deakin University, Australia.  Aman is the first Pakistani national to receive a Doctoral degree in Human Resource Management in Dairy. Recently, his PhD work has published as a Book Chapter in international book in title, “Work, Organization and Human Resource Management” by world leading publisher “Springer International”.  As an early career researcher, Aman has several peer reviewed publications.  During his PhD journey, Aman had rendered his services to industry partners such as Dairy Australia and Gardiner Foundation, Australia as well as to academia including RMIT University and Deakin University, Australia.  Aman’s name appeared several time on the Rector Honor Roll and Deans Honor Roll in his MBA from Imperial College, Lahore, Pakistan.  He is recently teaching several management courses to the students of both undergraduate and postgraduate degree programs in his university.  As a Convener of the UVAS Training Coordination Team (TCT), he has designed, delivered and assessed many training programs for the industry stakeholders. Aman’s list of proved abilities includes teaching courses, developing curriculum, refereed publications, and providing management consultancy.

Muhammad Zeeshan is Assistant Director Research and Training at Institute of Research Promotion (IRP). He has done his MS Marketing from University of Management and Technology, Lahore and now enrolled in PhD Marketing at the same university. He is a professional trainer of MAXQDA by VERBI Software, Germany, listed trainer of EndNote software by Thomson Reuters, USA and master trainer of NVivo by QSR International Pty Ltd, Australia. Zeeshan has conducted dozens of training workshops on EndNote for reference management and NVivo/MAXQDA for the analysis of qualitative and mixed methods data, and combining EndNote and NVivo for literature review. He has also been the organizer of 150+ training workshops on research methods in last five years. He has more than 10 years of working experience in the corporate sector, academic and research organizations in Pakistan. Zeeshan’s major areas of research are service systems, service dominant (S-D) logic of marketing, value co-creation, relationship marketing, marketing analytics, big data marketing, customer relationship management, qualitative data analysis, textual analysis and text mining.


Please do provide your nomination through email, SMS or telephone call stating full name, cell number, email ID, name of organization/university, and position/designation etc.



  • Certificate
  • DVD of workshop recording
  • Resource material and slides
  • Post-workshop consulting
  • Networking with professionals
  • Continues learning on the subject


  • Date: May 18-19, 2017
  • Time: 09:30 AM – 05:30 PM
  • Venue: Webinar/Webcast


  • Non-Faculty Members: Rs.4,000/Participant
  • Faculty Members: Rs.3,000/Participant
  • Full Time Student: Rs.2,500/Participant
  • Virtual Class Room: 20,000 up-to 20 participants (1,000/participant)

The fee includes certificate & webinar recording DVD

Direct Account Transfer

  • Account Title: Center for Training and Development
  • Account Number: 50097900464555
  • Bank Name: Habib Bank Limited
  • Bank Address: Islamic Banking, Ali Block, New Garden Town, Lahore-Pakistan


  • Non-Faculty Members: US$200/Participant
  • Faculty Members: US$150/Participant
  • Full Time students: US$100/Participant
  • Virtual Class Room: US$100/Participant (Minimum 20, Maximum 40 Participants)


  • Western Union
  • Money Gram
  • Direct Account Transfer:
    Bank Name: Habib Bank Limited
    Bank Address: Islamic Banking, Ali Block, New Garden Town, Lahore-Pakistan
    Account Title: Center for Training and Development
    Branch Code: 5009
    Account Number: 7900464555
    Swift Code: HABBPKKA

Last date for enrollment: May 17, 2017


If you have a PC (desktop/laptop) or any other portable device, microphone and an internet connection, you can easily join an on-line workshop. See system requirements


IRP Trainings,
Institute of Research Promotion,
Suite # 11, 7th Floor, Central Plaza, Barkat Market, Garden Town, Lahore-Pakistan
Cell: 0334-4002613, 0333-4643396 | Whats App: +92-300-4610317 | Email: | URL: