This paper examines to clarify it about a process and a method of the innovation by the university-industry collaboration for "University Start-ups". The main analysis method is three of the next. 1. Innovation process analysis of university results of research by the innovation management. 2. Venture's "Death Valley" analysis by the MOT. 3. Case study of "University Start-ups" by the incubation management. As a result, we got the new knowledge (the management of "River of Devil", the management of "Death Valley") about the first, positioning of "University Start-ups" in the innovation process and the second, the Innovation management of "University Start-ups".

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University Industry Cooperation Management based on field experience is evaluated and discussed in terms of innovation management. Personal views are likely formed on limited field experiences and it tends to be influenced by so called "confirmation bias". To avoid the inadequate management decision caused by such "confirmation bias", the managers are recommended to examine and recognize how their management model is created. It is important to notice the model is based on specific field experiences, because the managers become more careful when it is operating beyond the satisfaction of the conditions of original field experience. Empirical analysis of the operation is also effective to examine the validity of the management model. Monitoring performance of the management model will provide information whether its operation is really contributes to innovation. These evaluation and careful operation will enhance the value of the management based on field experience.

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University-Industry collaboration in Japan has not been evaluated highly. Technology transferring business itself is a new business in Japan. We have to learn from US marketing model. In this paper, I would like to show a problem and solution of this matter.

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To bring a product/service to market with the innovation of corporate management, it is vital that it possesses a differentiated superiority, seen through the consumer's eye, over those already existing in the market. Creating higher customer value, one that goes beyond existing needs of the product/service, is sought for. This can only be obtained through thorough marketing and technology evaluation of new products and implementing this in new business development. Furthermore, to realize product/service quality and lower pricing simultaneously, it is necessary to pursue cost performance, quality (function), and speed (timing). To achieve this most efficiently, the development of human resource is essential, and the collaboration between industry and academia has been most effective in my experience.

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There is an acceptance of, and great expectations for, "Open Innovation" among manufacturers who are struggling to break through the research and development impasse. Can "Open Innovation" be the savior of the Japanese manufacturing industry? NineSigma Japan, a leader in open innovation in Japan, comments on the methods of research and development that the Japanese manufacturing industry should pursue.

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Kyushu Economic Federation, aiming at the united development of industry and economy of the Kyushu area, has been practicing industry-academia-government collaboration in various actions. This paper introduces some main actions taken by Kyushu Economic Federation and views how the collaboration is.

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In Japan, industry-academia-government (I-A-G) collaboration started in earnest when the Science and Technology Basic Law was enacted in 1995. The next 15-plus years have seen activities of universities progress and achieve fruitful results. Meanwhile, there are not a few challenges. For the future the Government needs to establish the Innovation Ecosystem in such a form as appropriate for Japan and consider the modalities of I-A-G collaboration. For this purpose it is necessary for the Government to promote its policy measures while elaborating the way of evaluation and information dissemination. Universities are expected to promote their reform while making functional differentiation as well as promote collaboration including the one with humanities and the one in the area of education, with activities of I-A-G collaboration positioned as one of the universities' social contributions on a par with education and research.

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The purpose of this study is to reveal the difference of the contents of patent applications and the processes after the applications among 3 types of applicants (universities, public research institutes and private enterprises) in the field of nanostructure (B82B1/00 of International Patent Classification (IPC)). By searching Industrial Property Digital Library (IPDL), the data of the patent applications have been collected and analyzed. As a result, it is understood that there are significant differences in the numbers of the pages of the publications of unexamined patent applications and in the numbers of theme codes. Concerning the distribution of the theme codes, it is understood that there are large differences in 7 technological fields (optics and imaging, medical chemical and equipment, plastic molding and processing, inorganic material, organic material, metallic material, semiconductor). Concerning the distribution of the theme codes, it is understood that there are large differences in 7 technological fields (optics and imaging, medical chemical and equipment, plastic molding and processing, inorganic material, organic material, metallic material, semiconductor). It should be noted that the 7 fields include the fields where the number of the theme codes per patent application of private enterprises is larger than that of universities or public research institutes, and the fields where the number of universities or public research institutes is larger than that of private enterprises. In the process after application, it is understood that there are significant differences both in the ratio of examination request implementation to examination request decision and the ratio of examination completion to examination request implementation.

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Industry-Academia networks that contribute to the innovation have been paid attention, however, the process through which their contribution occurs is not sufficiently investigated. In this article, we focus on the intermediary which may catalyze the interaction between Industry-Academia. We thus proceed to a case-study on Steinbeis, institution specialized in technology transfer from academia to industry.
We showed that through the "dialogue" between industry and academia induced by the coordinator playing the role of intermediary, a "learning place" contributing to identify and solve problems is formed. We thus showed that interactions in this "learning place" constitute social capital, and that the latter contributes to fulfill the gap between industry and academia.

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