A knowledge‐based development model: the research chair strategy

Purpose – The purpose of this paper is to introduce a model for the knowledge‐based development (KBD) of a region using a research chair strategy at Tecnológico de Monterrey, to describe its impact and to propose its use in organizations that generate scientific and technological knowledge, especially research groups, in a university environment. Design/methodology/approach – The approach employed in this research evolves around a strategy for setting up research chairs (research groups headed by a lead investigator) which is a type of action research methodology whose steps are: planning a research program which is clear, focused and with an impact on regional development, implementing it, observing the corresponding processes and results, and reflecting on them. The components of the KBD model include human and intellectual capital (research professors and research students), research products (journal articles, conference papers, books and patents), research funding, entrepreneurial spin‐offs emerging from the research capacities, and research‐based learning and education. Measures of performance for each of these components are explained and quantified for the KBD at Tecnológico de Monterrey. Management and technological issues are analyzed in deploying and implementing the research chair strategy, especially the method proposed for evaluating research chairs. An overall assessment of the approach is given based on the results of five years of operation. The internal and external impact of the model and its computer implementation are also analyzed and assessed. Findings – This paper concludes that research outcomes at universities, research centers and institutes may be organized around a knowledge‐based model and a knowledge‐information computer system that supports the model. These serve the organization by disseminating knowledge assets, by solving economic and social needs in different regions, and by creating value for researchers and for the organization. Originality/value – The paper describes a knowledge‐based model that proved useful for a university case. It can be adapted by organizations that generate knowledge and need to leverage it, not only for their own benefit but also as an engine of economic development for target regions. The model is supported by a knowledge‐information computer system and has been running for five years.