University-industry knowledge transfer as practice

Abstract

This article contributes to the literature on technology transfer office (TTO) performance using the theoretical lens of actor-network theory. We highlight some basic assumptions and results generated by various theories applied in the classical TTO literature. We then examine some of the hypotheses in practice-based approaches and in the general framework of actor-network theory. We investigate three cases that illustrate the potential of this approach for understanding TTO's micro-transfer practices. The analysis reveals that TTO staff face significant issues, and offers some suggestions regarding alternative and complementary ways to capture and measure the results of their activities. In our view, a practice-based perspective is useful to capture the variety of practices enacted by TT managers and to propose some alternative and complementary indicators.