Coordinating the technology transfer and transition of information technology: a phenomenological perspective

Abstract

Legislation mandates that America's national laboratories share their expertise in developing and commercializing technological innovations. Similarities and differences between the new-product development process (NPDP), as practiced by corporations, versus processes involved in movement, as practiced by the national labs, are discussed. The major stages within each and the activities key to the success of each stage are identified. The emphasis is on the need to coordinate the transition and transfer processes within the laboratory organizations affiliated with the Department of Defense (DoD). Data were collected from one of the of the best DoD labs. Personal interviews and mail questionnaires were used to gather the perceptions of employees involved with developing and refining 22 innovative information technologies. The phenomenological approach to data collection and analysis was used. The findings suggest that movement embodies seven stages that parallel NPDP. When viewed over all seven, transfer is perceived to be more reflective of technology push, while transition is more like market pull. The NPDP embraces elements of both transfer and transition. The implications of coordinating both are discussed, as well as ways to enhance communication among all parties involved.