Universities need to make sure all faculty who want to work with the private sector have a chance to succeed, regardless of their gender or discipline. Miguel Tovar/University of Houston

UH experts weigh in on the funding gap for female researchers

Houston voices

The researchers had a hypothesis. Women faculty, they predicted, would be more successful than their male counterparts at earning private funding – from industry, from nonprofit groups, from charitable endowments. That was about relationships, after all, an area where the popular literature suggests women excel.

The numbers told a different story.

A review of faculty research funding conducted by the Center for ADVANCING Faculty Success at the University of Houston – funded by the National Science Foundation to help recruit and retain female faculty, and especially women of color, in STEM fields – found that women and men had similar success rates when competing for funding from federal agencies. With industry funding, however, the disparities were greater.

"It's about networking," says Christiane Spitzmueller, an industrial psychologist and managing director of the UH center. "Men do more of that. Women aren't primed as much for networking and self-marketing."

No one tracks the numbers nationally, and not all universities report a gender disparity. What is clear is that working with industry and nonprofit groups has drawn new attention in academia amid concerns about stagnant or dropping levels of federal research funding and increasing academic interest in finding solutions to some of society's thorniest problems. To take full advantage of the opportunities, universities need to make sure all faculty who want to work with the private sector have a chance to succeed, regardless of their gender or discipline.

Opportunity knocks

Industry needs these partnerships, too.

"Companies are realizing to be competitive, particularly in high-tech domains, they can't rely on only their internal resources," says Jeff Fortin, associate vice president for research and director of Research and Industrial Partnerships at Pennsylvania State University. "They have to look to universities and other external sources to fill that pipeline of innovation."

Some researchers are already fully engaged with industry. Others aren't interested.

Then there is the middle group. "They would like to engage more with companies," Fortin says. "They haven't done it much, and they need more help, explaining how the process works, the contracting."

His office – and those at other universities seeking to increase their interactions with the private sector – can help.

How to approach industry

Research administrators can help by developing policies for intellectual property, licensing and royalty issues that arise from academic-industry partnerships. Companies want to know how those issues will be handled upfront.

Ultimately, however, it's about the individual faculty member. And it requires persistence.

"The big thing is not to sell yourself short," says Rebecca Carrier, professor of chemical engineering at Northeastern University. "Maybe they're not going to be interested in precisely what you want to work on, but they might be interested in a variation of it."

Look for common goals. And prepare for a different type of relationship.

What to expect

Federal funding agencies generally require an annual report, with little or no interaction at other times. Not so with industry funding.

"When you're working on a project industry cares about, you may report in every six months, or conduct monthly or biweekly teleconferences. You may collaborate with their researchers. You may send your students to their site," says Elyse Rosenbaum, Melvin and Anne Louise Hassebrock Professor in Electrical and Computer Engineering at the University of Illinois-Urbana-Champaign. Rosenbaum also is director of the Center for Advanced Electronics through Machine Learning, a National Science Foundation Industry/University Cooperative Research Center.

Sometimes the work is about solving a specific industry problem, whether that's high workforce turnover or limiting methane emissions on oilfield drilling rigs. Sometimes, as Samira Ali, an assistant professor at the University of Houston Graduate College of Social Work, discovered with her first industry grant, the goal is more global.

Ali is directing one of three centers that are part of a $100 million, 10-year initiative from Gilead Sciences Inc. to address HIV/AIDS in the southern United States.

The payoff

Ali had never worked with industry funding, but the project was a good fit with her research interests. It also wasn't something the federal government would be likely to fund, making the partnership a pragmatic choice.

Another benefit? Carrier, who is director of the Advanced Drug Delivery Lab at Northeastern, says connecting with industry ensures she remains focused on real-world problems.

Working with the private sector is a constant reminder of the end goal – in Carrier's case, finding answers to questions about the mucosal barrier in the intestine, with an eye toward enhancing the absorption of medications and nutrients, as well as understanding links between the gut and overall health.

"It's important to stay in touch and in tune with people who are trying to make a product so that I know what I'm doing matters," she says.

The 411 in industry funding

What type of projects?

  • Short-term, often for a period of one year
  • Practical, focused on a specific product or project
  • Industry support for basic science is unusual but not unheard of

How is it different for government funding?

  • Generally less money, for a shorter period of time
  • Fewer restrictions but can require more flexibility
  • More contact, from biannual or monthly conference calls to sending researchers to work at the company, or having their researchers come to your lab
  • A new vocabulary. Terms understood to mean one thing by researchers and federal funding agencies may be used differently by industry

How to connect?

  • Network. Attend conferences that are important to the industry with which you'd like to work.
  • Educate yourself about the problems a particular industry needs to solve, and think about what solutions you may be able to offer
  • Be persistent and don't be afraid of rejection
  • Take advantage of personal connections – friends, neighbors and former classmates who work in industry may help you connect on specific projects

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This article originally appeared on the University of Houston's The Big Idea.

Jeannie Kever works with the UH division of research as a senior media relations specialist.

There's no "I" in team, but getting your coworkers on the same "we" perspective can be tough. Here's why it's important, according to Rice University's research. Pexels

Rice University research shows what your company can learn from gamers about teamwork

Houston Voices

You just got a promotion — along with a brand-new work team whose members barely speak to one another. But first-rate cooperation is essential if you're going to deliver for your client. So you decide to spend a month getting to know each of your workers.

One is competent but bitter, frustrated by years of small mistakes by a colleague, mistakes that add to her own workload. Another, the one making the mistakes, seems so distracted he may as well be working at another company. Others have their own quirks. And to make matters worse, another department is set to merge its employees with your creaky, cranky team in a few months. How are you going to understand all these individuals, much less get them into shape as a unit?

For many managers, training and reading can help provide guidance. Others may hire an outside consultant and resort to team-building activities. But where does that outside expertise — not to mention training and reading — come from? It's based on academic research.

Rice Business professor Utpal Dholakia and colleagues René Algesheimer of the University of Zurich and Richard P. Bagozzi of the University of Michigan are among the scholars updating what we know about the dynamics of group decisions. Starting with classic group behavior theory, the scholars developed a series of sociologically-based models for analyzing small teams.

To better understand the existing shared intentions and attachment between teammates, Dholakia and his colleagues used a novel set of questions to survey 277 teams of computer gamers, each comprised of three people. They ran the survey responses through variations of a classic model called the Key Informant, which depends on the observations of group members about the social relationships inside a group.

Next, the researchers applied a sociological theory called Plural Subject Theory, focused on what's known as "we-attitude." That's exactly what it sounds like: verbally and actively treating an endeavor as a group project.

The core of this theory, the notion that successful teams frequently use collective pronouns when they discuss themselves and cognitively conceive of themselves as "we," has been heavily studied. Groups whose members think in terms of "we" act more cohesively and are measurably more committed to collectively reaching their goal.

To enhance the way these attitudes are measured, Dholakia created multiple variations of a new model. These differ from previous models because they include information not just from a "key informant," but from every member of a group. The researcher asks group members questions about themselves, their impressions of others in the group, their impressions about how others in the group think of each member and impressions about the group as a whole. This longer, more elaborate approach offers fresh insights about a group's shared consciousness — which provides a valuable new research outcome.

The professors found that this revision of classic key informant model generally worked the best of the various group-analysis models they tested — even improving on the original key informant approach. Future researchers, Dholakia notes, should consider the context of the team situation to decide which configuration of members is best to analyze.

So the next time you find yourself nonplussed by a chaotic group dynamic at work, remember you are in time-honored company — and that help is out there. By updating the key informant model, Dholakia and his colleagues have added to the analytical toolbox something that can help whip that team into shape. Whether it's an army of accountants or a network of hospital workers, Dholakia writes, the first step to creating a real team is analyzing which intentions they truly share.

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This article originally appeared on Rice Business Wisdom.

Utpal Dholakia is the George R. Brown Professor of Marketing at Jones Graduate School of Business at Rice University.

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NASA taps Houston startup to create commercial habitat to attach to the International Space Station

out of this world

A Houston-based space startup has been named the winner of a NASA competition — and the prize is getting to create the first commercial habitat in space.

Axiom Space has won NASA's NextSTEP-2 Appendix I solicitation, a call for a commercial habitat to be attached to the International Space Station's Harmony module, or Node 2. Axiom is working to create a commercial space station that would eventually serve as a replacement for ISS.

"We appreciate the bold decision on the part of NASA to open up a commercial future in low Earth orbit," Co-founder Michael Suffredini says in a news release. "This selection is a recognition of the uniquely qualified nature of the Axiom team and our commercial plan to create and support a thriving, sustainable, and American-led LEO ecosystem."

Axiom was founded by Suffredini, former NASA ISS program manager, and space entrepreneur Kam Ghaffarian in 2016. The company has plans to launch a node module, research facility, manufacturing operations, crew habitat, and large-windowed Earth observatory all to be attached to the ISS. The targeted launch date is set for late 2024.

Part of Axiom's long-term plans include an Earth observatory. Photo via axiomspace.com

"Axiom exists to provide the infrastructure in space for a variety of users to conduct research, discover new technologies, test systems for exploration of the Moon and Mars, manufacture superior products for use in orbit and on the ground, and ultimately improve life back on Earth," continues Suffredini.

"As we build on the legacy and foundation established by the ISS Program, we look forward to working with NASA and the ecosystem of current and future international partners on this seminal effort."

Ghaffarian has decades of space expertise and founded Stinger Ghaffarian Technologies, which went on to be a NASA engineering services provider before being acquired by KBR in 2018. Now, KBR — along with Boeing, Thales Alenia Space Italy, Intuitive Machines, and Maxar Technologies — serves as a partner to Axiom.

"A commercial platform in Earth orbit is an opportunity to mark a shift in our society similar to that which astronauts undergo when they see the planet from above," Ghaffarian, who serves as Axiom's executive chairman, says in the release.

"Our goal is to advance the state of humanity and human knowledge. I am glad to see the Axiom team, with its advanced human spaceflight, engineering, and operations expertise, recognized for its potential to do just that and build off of ISS."

The Axiom Segment will be attached to the ISS until the station is phased out. Then, Axiom will launch a power source into space to serve Axiom's operations before detaching from the decommissioned ISS all together. Eventually, the Axiom Segment will be a free-flying commercial space station.

"There is a fantastically steep learning curve to human spaceflight," Suffredini says in the release. "The collective experience at Axiom is quite far along it. Because we know firsthand what works and what doesn't in [low Earth orbit], we are innovating in terms of design, engineering, and process while maintaining safety and dramatically lowering costs."

Entrepreneur feels called to demystify cryptocurrency with his Houston startup

HOUSTON INNOVATORS PODCAST EPISODE 16

Spencer Randall, an engineer by trade, developed a fascination with cryptocurrency, and he wasn't able to shake it.

"Once I understood the technology, it wasn't really a choice. I felt compelled and driven to learn as much as I possibly could," he says on this week's episode of the Houston Innovators Podcast. "I'd say it was more of a calling."

His interest lead him to frequent cryptocurrency and blockchain meetups, and, when those started to feel all over the place, he started to host his own meetups, focused on key issues within the technology.

It was through these meetups that Randall met who would meet Brooks Vaughan, Norman Hamilton, Michael Thoma, and Joseph Romero, who would then become the co-founders of CryptoEQ.

"There really wasn't a go-to resource (for cryptocurrency," Randall says. "What we wanted to do and what our mission today is to be the most trusted and intuitive analysis for cryptocurrencies."

So, the group of entrepreneurs created CryptoEQ, which gives cryptocurrency investors a community to interact with and learn from. The company, which works out of The Cannon, launched its version 2 for the site this month and saw a 500 percent growth among users. CryptoEQ is also planning to grow its site and resources and is hiring a new full-time employee this year.

Randall discusses trends he's seen in the industry, plans for 2020, and more in the podcast episode. Listen to the full episode below — or wherever you get your podcasts — and subscribe for weekly episodes.


Station Houston merges with statewide startup investor and accelerator

joining forces

Station Houston and Austin-based Capital Factory announced that they will be combining forces through a merger effective immediately.

Capital Factory will power all of Station Houston's membership and mentorship, including startup-focused services, as well as add its own statewide resources, which include investors, mentors, and more.

"The more high quality startups we have across a diverse range of industries, the more investors, big companies, and big government want to get involved," Gordon Daugherty, co-founder and president, says in a news release, relating the collaboration to Metcalfe's Law. "Uniting with Station Houston will see benefits run both ways."

The combined entity, referred to as "Station Houston, powered by Capital Factory," will operate out of 1301 Fannin St., where Station currently resides, before moving into the Ion when it's completed, which is slated to be early next year.

"As we continue to develop our innovation economy in Houston and prepare for the opening of the Ion in January 2021, there is no better partner than Capital Factory to serve the needs of our entrepreneurs," says Gabriella Rowe, executive director of The Ion. "For years, they have demonstrated their commitment to startups across Texas, helping them build their ideas through mentorship and introducing them to venture capital from around the country."

Capital Factory was founded in Austin in 2009, and entered into the Houston market last year. Currently, The Cannon has a dedicated space for Capital Factory and its portfolio clients and employs two people in Houston. Capital Factory also has a presence in Dallas.

Station Houston was founded in 2016 and has over 200 startups, 400 members, and 130 mentors, according to the release.

"Capital Factory is one of the top startup development organizations in the country. By partnering with Station Houston and expanding their footprint into the Ion, their commitment to Houston's entrepreneurs is clear," says Harvin Moore, president of Houston Exponential, in the news release.

"It's a win for Houston's startups and for our booming ecosystem," Moore continues. "Increasing bridges between Texas' major tech ecosystems has enormous synergistic value, and I am thrilled to see Houston and the Ion play a significant role in building such competitive strength."