Seven place-conscious methods to stimulate situational interest in science teaching in urban environments

In this study, we explored how teachers can take advantage of a ‘place’ in urban environments outside the school and thereby stimulate pupils’ situational interest in science teaching. Drawing on the Sophos research method, we conducted a single case study including film-elicited interviews. The data consisted of transcribed interviews with 4 experienced teachers and 11 pupils. The interviews were elicited by films showing group work in science teaching in urban environments: a parking lot, a green public park and a zoo. We conducted individual interviews with science teachers, while the interviews with pupils were carried out in small groups. To analyse our data, we applied a hermeneutic content analysis. We identified seven place-conscious teaching methods that have the potential to stimulate pupils’ situational interest. These methods included: (1) handling objects; (2) integrating new places; (3) alignment between the environment and task; (4) integrating minimal cultivated places; (5) providing a science perspective on everyday places; (6) disseminating historical or cultural knowledge of places; and (7) surprises. Starting from a discussion drawing on studies that explored triggers of pupils’ situational interest, we argue that science teachers can draw on these seven place-conscious methods to stimulate interest in science teaching in urban environments.     

Levers of Management in University-Industry Collaborations: How project management affects value creation at different life-cycle stages of a collaboration

This paper reports a longitudinal multi-case research project encompassing 38 semi-structured interviews conducted in 2011 and 2012 with four students, 12 researchers and 22 companies relating to a total of 25 university–industry collaborations. The interviews covered the collaboration type, the initiation of the collaboration and details concerning the planning of the collaboration. In addition, the interviews focused on the relationships between the people involved in the collaboration and the effects of project management. We distinguish between project management success and project success, and identify potential good practice. The paper concludes that, whereas project management success was not found to be causally related to project success, there seems to be a clearer link between project management success and ensuring effective use of resources in both companies and universities. There is also evidence that it is problematic when corporate managers think they can run research projects like lean production companies.