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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These Houston suburbs top the list of biggest holiday spenders in U.S.

BIG SPENDERS

Santa Claus is coming to two Houston suburbs in a big way. A new study by personal finance website WalletHub estimates the typical holiday shopping budgets in The Woodlands and Sugar Land will be some of the highest among U.S. cities.

To come up with its ranking for holiday spending per person, WalletHub compared 570 U.S. cities across five metrics: income, age, debt-to-income ratio, monthly income-to-expense ratio, and monthly savings-to-expense ratio.

The Woodlands ranks seventh in the U.S. with a budget of $2,833; Sugar Land, with a budget of $2,386, comes in 13th.

In terms of income, the suburbs far exceed the median amount per household in Texas, meaning there's presumably more money in the bank to buy holiday gifts. According to the U.S. Census Bureau, the median household income for The Woodlands stood at $115,083 in 2017, and Sugar Land stood at $108,994. By comparison, the median household income in Texas was $57,051.

Four other Texas cities are in this year's top 30 for holiday spending:

  • No. 3 — Flower Mound ($2,937)
  • No. 6 — Frisco ($2,836)
  • No. 14 — Cedar Park ($2,263)
  • No. 17 — Allen ($2,212)

Not surprisingly, a couple of those cities bear some of the state's highest per-household burdens for credit card debt. According to personal finance website ValuePenguin, the average credit card debt in Flower Mound was $11,715 in 2017, compared with $6,948 statewide, while Allen was at $12,101.

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This article originally ran on CultureMap.

Startups take home cash prizes at inaugural Houston accelerator demo day

ion smart cities

The Ion Smart Cities Accelerator wrapped up the first phase of its inaugural program with a demo day this week as the startups move onto the pilot phase.

Over the past three months, the 10 selected startups have been working with mentors and the Station Houston resources to hone their companies within the program's new dedicated space, which includes a prototyping lab. At the demo day, which represents the conclusion of the first part of the Intel- and Microsoft-backed program, the startups presented their companies, what they've accomplished, and where they are headed.

Two companies received $5,000 checks from sponsors. GoKid, a carpooling optimization tool, received a prize from Brex, a credit card for startups. The other big winner was Aatonomy, a self-driving communities technology, which was awarded by Gulf States Toyota.

Ion Accelerator Demo Day F. Carter Smith

The second leg of the journey begins in January with pilot programs for the next six months. According to Christine Galib, director of Ion Smart Cities Accelerator, the companies have 15 pilots in the Houston area that hope to positively affect the lives of Houstonians.

"Our startups' technology focuses on connecting people. And this is what makes Houston truly the smartest city in America," says Galib. "To truly be the smartest city in America, we must continue to focus on how we connect people, and why we connect people, as well as to provide the processes and partnerships for these connections — not only to occur by chance, but also to be sustainable."

Gabriella Rowe, executive director of The Ion, echoed the importance people had on the smart cities equation.

"The great success that this accelerator has experienced over the last three months has really been because of people," she says.

Among those people who received a special shoutout from Rowe were the program's inaugural set of mentors. Several of these mentors introduced each of the startups as they presented.

"All of you opened your calendars, your time, and your wisdom to help these startups, but also to help our city," Rowe says to the crowd, which included the program mentors. "And to express a universal desire to make Houston the best possible city it can be, accessible to all Houstonians in every way as we grow to be that innovation economy and city of the future."