產學合作已是學術研究及科技政策上的熱門議題。本文旨在探討個人與組織藉由運用或槓桿既有的外部連結，取得必要的資源、以促進產學合作的形成與進行。產學合作不僅能有效利用大學內部的知識和創新能力，也在現今驟變的環境下、為企業帶來解決方案。為了減緩並克服產學關係在初期過程所遇到的困難，本研究以「兩岸清華創業實驗室」作為個案分析，輔以行動研究及參與觀察的研究方法，提出產學計畫發展的各個階段，可以從政治連結、社群連結以及專業連結三個所鑲嵌的獨特社會脈絡中運用所需資源，以利於產學關係的建立和延續。最後，本研究成果也為產學合作在研究和管理上提供理論與實務意涵。

U-I collaboration (UIC) has become increasingly important to the field of academia and S&T policy. UIC not only exploits well the knowledge and innovation inside universities, but also enables firms to explore the unknown technology in today’s rapidly changing environment. In this paper, we examine how UIC can be improved through social capital within external linkages owned by individuals and organizations. Using the methods of action research and participatory observation, we draw on the “Tsinghua Lab” as a case study to illustrate the significance of three types of unique external linkages embedding actors: political, communal, and professional networks. All of the linkages can be evidently mobilized to facilitate new UIC relationships in different stages and that this mobilization is likely to be changed over time. We end by developing theoretical and practical implications.