Technology Transfer Organizations Research Articles

Practice of Early Technology Sifting and Technology Transfer Operation by Technology Managers in Geological Industry Universities

As a key force to carry out the technology transfer, more and more colleges and universities have set up specific departments for promoting technology transfer vigorously. Due to the strong professionalism and specialized application fields, universities with geological industry characteristics need to set up specialized internal technology transfer organizations to carry out the operation and management of patented technologies and the technology transfer. Promoting the technology transfer of the university based on early technology sifting requires the excavation and promotion by professional technology teams. China has successively introduced policies to encourage technology managers to participate in serving the technology transfer. Universities have set up offices for the technology transfer, built teams of technology managers and carried out the practice of serving the technology transfer. This study focuses on advantageous geological engineering directions, locating potential technology fields, summarizing technology application bases, taking stock of technology achievement accumulation, and basically completing early technology sifting through market value assessment and transformation prospect analysis. It supports and cultivates high-value achievements by setting up transformation fund, coordinates with pilot validation, introduces achievements to the market, and promotes them extensively, which eventually leads to the technology transfer.

Knowledge intermediation strategies: a dynamic capability perspective

Abstract This study investigates (i) differences in knowledge intermediation strategies among knowledge and technology transfer organizations (KTTOs) and (ii) the factors that explain such differences. It uses data from 212 Canadian KTTOs. When knowledge delivery capacity (KDC) and knowledge integration capacity (KIC) dimensions of knowledge intermediation are simultaneously accounted for, four categories of KTTOs emerge, namely, (1) knowledge stores; (2) knowledge match providers; (3) knowledge integrators; and (4) knowledge brokers. This heterogeneity results in a differentiation in KTTOs' service delivery strategies. Factors that are conducive to custom-made solutions include (i) increased innovativeness; (ii) higher absorptive capacity; (iii) stronger information search and storage capabilities; (iv) effective customer knowledge management (CKM); and (v) increased networking capabilities. Larger knowledge intermediaries suffer from internal organizational stickiness that prevents them from delivering custom-made services. KTTOs with a low degree of formalization and centralization in decision-making are likely to adopt intermediation strategies aimed at reaching the largest possible number of users. Some managerial and public policy implications are drawn.

Aligning the design of intermediary organisations with the ecosystem

ABSTRACT Intermediary organisations such as technology transfer organisations (TTOs) are an important mechanism of open ecosystem governance, as they support how ecosystem participants search for knowledge. While scholars have identified TTO activities to support knowledge search, little is known about how these activities relate to the structural dimensions of TTOs or ecosystem-level factors. We propose that ecosystem search scope and problem complexity are key ecosystem-level factors that influence how TTOs support knowledge search. We further argue that coupling, specialisation, centralisation, and formalisation are the key structural dimensions of TTOs. We combine these arguments to develop TTO designs that detail the interplay of the structural dimensions and activities of a TTO given varying ecosystem-level factors. Our paper contributes to research on the open governance of ecosystems, ecosystem structures, and the ecosystem structure–intermediary organisations relation.

Team boundary-spanning activities and performance of technology transfer organizations: evidence from China

This study performs an in-depth analysis of the causes and consequences of team boundary-spanning activities in the context of Chinese technology transfer, by addressing three related research questions: what are the drivers of teams’ boundary-spanning activities? How do teams conduct boundary-spanning activities? What is the impact of teams’ boundary-spanning activities? Based on the “input–moderator–output–input” model of team effectiveness theory, this study firstly explores which factors drive technology transfer teams to engage in boundary-spanning activities. Then, it examines the effects that such activities have on technology transfer performance, both directly and indirectly, through a set of mediating factors. Finally, it explores whether external environmental conditions play any moderating role in the relationship between team boundary-spanning activities and team performance. The empirical analysis is based on original primary survey data collected from a representative sample of organizations involved in the Chinese technology transfer system. The study both contributes the team effectiveness theory applied to the specific context of technology transfer and offers practical suggestions to managers of technology transfer intermediaries.

National Innovation System of Israel at the Beginning of the 21st Century

Difficult geopolitical circumstances and natural resources scarcity laid down the vector of science and technology development of Israel. The only “natural resource” that was and still is in plenty — high-qualified human resource. As for today, Israel takes the first place in the world having its state support of public R&D as a per cent of GDP (4.5 per cent), the number of startup companies concerning population and quantity of researchers. Russia is interested in Israeli experience in the formation of a national innovation system (NIS) because of the same high state influence on the economics in this country. Powers of the state in Israel through the agency of the Office of the Chief Scientist (OCS) stimulate a wide variety of applied R&D and upon that do not prescribe the market how to develop but use targeted funding and state programs to reward the development of priority branches. In Russia, as opposed to Israel, the powers of state aim to play a vital role in chosen market segments, therefore suppressing the development of small enterprises. If in Israeli innovation economics the central place is occupied by the startup companies, in Russia, in the opposite, at the innovation market dominate the massive state-owned enterprises, restraining innovation processes that shift into low gear without business initiative. Israeli experience can be used in such innovation economics’ sectors as state support of innovations; technology transfer organization; commercialization of technologies, elaborated in Research and Development Establishment and universities; formation of international scientific and technological cooperation system; using of dual technologies; training of innovation managers.

A practice-based maturity model for holistic TTO performance management: development and initial use

This study presents the development and initial use of a practice-based maturity model for technology transfer organisations (TTOs). Unlike previous research on TTO performance, the intention is not to compare TTOs, but to find out if there is a link between the maturity of TTO practices and organisational resources, competences and context, as well as outputs and outcomes. Drawing upon a conceptual framework for the holistic measurement of TTO performance, the model was refined and validated with TTO managers. It offers a novel way for TTOs to determine the maturity of their practices in six areas: ‘sensing & seizing opportunities’, ‘boundary spanning’, ‘translation & combination’, ‘co-creation & development’, ‘cultural change management’ and ‘knowledge management’. These areas correspond to six TTO capabilities that are assessed with 44 practice statements. Initial survey data from 17 European TTOs shows that maturity is highest in the area of ‘translation & combination’ practices and lowest for ‘knowledge management’. The study contributes to the academic debate on organisational performance and the role of capabilities and practices. Moreover, the model offers TTO managers a way to holistically assess performance and supports policymakers in the creation of TTO impact metrics. Future research could use it to collect further data in order to more comprehensively comprehend TTO performance.

OMV decides to invest in construction of Iso-C4 unit at Burghausen refinery

This paper investigates the organizational roles that University Technology Transfer Organizations (UTTOs) adopt in response to their Regional Innovation System (RIS) stakeholders. In a qualitative case study, we focus on ‘systemic’ intermediation and investigate three French UTTOs within their respective RIS. Utilizing a conceptual framework anchored in stakeholder theory, four RIS stakeholders who operate at an operational or institutional level are identified. This broadens the traditional focus on academic and industry as the main stakeholders. In the three cases, we find that in response to these RIS stakeholders, six organizational roles were concurrently adopted: University Defender, Boundary Spanner, Investor, Cultural Change Agent, Territorial Builder, and Accountability Officer. It is discussed how the multitude of roles creates organizational tensions and their managerial implications. These findings improve the understanding on the influence of RIS on UTTOs and their organizational roles as part of a systemic and active approach to the innovation process.

Innovation and technology transfer barriers in Slovakia and other new EU member states

The performance of European Union in terms of R&D investment, innovations, and educational attainments generally lags behind that of its main competitors - the United States and Japan. Within the EU, the new member states from Central and Eastern Europe belong to the group of moderate innovators. As technology is the key component of the innovation system of the 2nd generation, this paper is dedicated to discussing the methods of technology transfer applied by innovation leaders in the EU (e.g. Germany or Finland) and to identifying the factors that may represent the main stumbling blocks in the way of more effective innovation procedures in the new member states (e.g. Governments´ preferences for FDI that is attracted by the relatively cheap and skilled labour force; investors´ preferences for using know-how developed in their home countries; the absence of venture capital available for R&D and technology transfers, etc.). As the situation in the new member states begins to change - wages are growing and the countries are building new research infrastructure with the help of the EU funds - a new innovation and TT paradigm enters the stage. We discuss the ways of coping with these new challenges – such as better governance in the field of patents, extended education of students in the field of innovative competences and entrepreneurial skills, deeper understanding of the operations of industry technology transfer organizations and improved access to venture capital.

University technology transfer organizations: Roles adopted in response to their regional innovation system stakeholders

This paper investigates the organizational roles that University Technology Transfer Organizations (UTTOs) adopt in response to their Regional Innovation System (RIS) stakeholders. In a qualitative case study, we focus on ‘systemic’ intermediation and investigate three French UTTOs within their respective RIS. Utilizing a conceptual framework anchored in stakeholder theory, four RIS stakeholders who operate at an operational or institutional level are identified. This broadens the traditional focus on academic and industry as the main stakeholders. In the three cases, we find that in response to these RIS stakeholders, six organizational roles were concurrently adopted: University Defender, Boundary Spanner, Investor, Cultural Change Agent, Territorial Builder, and Accountability Officer. It is discussed how the multitude of roles creates organizational tensions and their managerial implications. These findings improve the understanding on the influence of RIS on UTTOs and their organizational roles as part of a systemic and active approach to the innovation process.

MODERN STATE AND PRIORITIES FOR FORMING THE NATIONAL INNOVATION SYSTEM OF GEORGIA

In the article the current state of the Georgian NIS is shown with the identification and characterization of its still few components, then the priorities for its formation are outlined and justified in the context of the following constituent blocks: the blocks for ensuring the state innovation policy, innovation, the scientific-research sector, technology transfer organizations and other elements of innovation infrastructure, the system of cooperation with international innovation environment, innovation financing unit, training unit, unit to support projects implemented by donors, the block to support innovation development of agriculture. Some directions of the formation of innovation clusters in Georgia were briefly discussed.

Towards a typology of university technology transfer organizations in China: evidences from Tsinghua University

This paper argues that failure to deeply understand various existing organizations of university-industry technology transfer in China impedes the progress of both practice and research on technology transfer between university and industry in that country. In response, it attempts to categorize different types of university technology transfer organizations in China in over a 30-year time span and analyze the relations between these organizations. In so doing, Tsinghua University is taken as an example for analysis, because technology transfer at Tsinghua University can be seen as a microcosm of university-industry technology transfer in China with pioneer practices and successful experience to be followed by other universities in China. The analysis is guided by an analytical framework, constructed by integrating the insights from relevant literature. The framework distinguishes between different forms of university technology transfer organizations by focusing on six dimensions of the organizational characteristics. After identifying eight types of university technology transfer organizations in Tsinghua University with detailed descriptions of their respective organizational characteristics, the paper further groups them into a four-category typology. Besides its contribution in constructing a framework to understand university technology transfer organizations in the Chinese context, the paper also solicits suggestions for Chinese and international stakeholders who may potentially cooperate with Chinese research universities in research, development, and innovation.

Academic Medical Centers as Innovation Ecosystems: Evolution of Industry Partnership Models Beyond the Bayh-Dole Act.

Innovation ecosystems tied to academic medical centers (AMCs) are inextricably linked to policy, practices, and infrastructure resulting from the Bayh-Dole Act in 1980. Bayh-Dole smoothed the way to patenting and licensing new drugs and, to some degree, medical devices and diagnostic reagents. Property rights under Bayh-Dole provided significant incentive for industry investments in clinical trials, clinical validation, and industrial scale-up of products that advanced health care. Bayh-Dole amplified private investment in biotechnology drug development and, from the authors' perspective, did not significantly interfere with the ability of AMCs to produce excellent peer-reviewed science. In today's policy environment, it is increasingly difficult to patent and license products based on the laws of nature-as the scope of patentability has been narrowed by case law and development of a suitable clinical and business case for the technology is increasingly a gating consideration for licensees. Consequently, fewer academic patents are commercially valuable. The role of technology transfer organizations in engaging industry partners has thus become increasingly complex. The partnering toolbox and organizational mandate for commercialization must evolve toward novel collaborative models that exploit opportunities for future patent creation (early drug discovery), data exchange (precision medicine using big data), cohort assembly (clinical trials), and decision rule validation (clinical trials). These inputs contribute to intellectual property rights, and their clinical exploitation manifests the commercialization of translational science. New collaboration models between AMCs and industry must be established to leverage the assets within AMCs that industry partners deem valuable.

Regenerative Medicine Venturing at the University-Industry Boundary: Implications for Institutions, Entrepreneurs, and Industry.

Regenerative medicine research at university laboratories has outpaced commercial activity. Legal, regulatory, funding, technological, and operational uncertainty have slowed market entry of regenerative medicine treatments. As a result, commercial development has often been led by entrepreneurial ventures rather than large biopharma firms. Translating regenerative medicine across the university-industry boundary links academic scientists, technology transfer organizations, funders, and entrepreneurs. Conflicting motivations among the participants may significantly hinder these efforts. Unproven downstream business models for regenerative medicine delivery further complicate the entrepreneurial process. This chapter explores the challenges associated with entrepreneurial activity commercializing regenerative medicine science developed at research institutions.

The exploration of university ethos – neoliberalism versus entrepreneurial wisdom

The exploration of the entrepreneurial university indicates a new model for higher education institutions. Despite the overwhelming resistance against this phenomenon in terms of neoliberalism, modern universities adapt to economic forces and the function of the imminent fourth industrial revolution. The changing ethos of universities in a time of super-complexity seems to be a natural phenomenon of our time regardless of the warnings against this revolution. The protection of academic integrity and quality of tuition needs not be a trade-off when the tuition mission of universities is being enlarged in terms of a new type of knowledge management and a fresh drive for applied research and intellectual property management. Universities become less isolated as an open system with the aim of building an enterprising state in which university partners co-innovate in order to solve global economic challenges. Most universities promote intrapreneurship and types of external academic engagement with industry while others have established technology transfer organisations and industry-science links as integral to the university. This paper explores perspectives against and for the phenomenon, with strong arguments and selected case examples in support of entrepreneurial universities.

Heuristic Rules in the Field: Evidence from Royalty Shares in Scientific Teams

Using field data from a large U.S. technology transfer organization with over $50 million in annual revenue, we investigate four related issues regarding the sharing of licensing revenues by academic teams. First, we find that the main empirical regularity is a heuristic-based allocation of shares 1/n, equal shares to all unique inventors in a single invention team, and the use of the partition dependence (PD) rule, whereby inventors receive equal share within an invention and shares across inventions included in the same contract are equal. Second, when we examine the performance consequences of such equal sharing, we find it is negatively related to performance. Third, using both matched sample estimations and examining strategic switchers, i.e., the case of inventors who switch between equal and unequal sharing, we find that self-selection rather than shirking explains the negative performance. Finally, the pattern of their switching is random in time — i.e., there is no movement toward unequal rules over time so inventors are not learning to use unequal rules.

A comparison of university technology transfer offices’ commercialization strategies in the Scandinavian countries

Many European countries have followed the American example by changing the intellectual property laws governing university technology transfer from university inventorship to university ownership. The Scandinavian countries have chosen different paths as Denmark and Norway changed their laws in favor of university ownership, while Sweden retained its university inventor laws. This longitudinal study shows increasing technology transfer organization (TTO) capacity in all three countries regardless of change in intellectual property rights (IPR) framework or not. Danish and Norwegian TTOs increased their use of the license commercialization strategy, with variations at the TTO level, while the Swedish universities TTOs have maintained their use of the spin-off commercialization strategy. The relative use of the two commercialization strategies, licensing and spin-offs, is indirectly influenced by the IPR framework, and more directly by the designs of the policy intent of the university technology transfer system, the government funding system, the TTOs access to business development resources and competence, and monitoring of the university TTOs.

Slandail: A Security System for Language and Image Analysis - Project No: 607691

In major events, such as natural disasters, the amount of data shared through social media increases dramatically. It is difficult for individuals to monitor this large amount of information. Disaster response agencies, including fire services, police, ambulance services and disaster management agencies, use social networks – Facebook, Instagram – and social media systems – Twitter, WhatsApp – during the different phases of disaster management (preparedness, response, mitigation and recovery) both as inputs and outputs for relevant information (Lindsay 2016). SLANDAIL explored the impact of social media in emergencies and harnesses information generated during disaster events to enhance control room systems for emergency management. It synthesised expertise in emergency management, text and image analytics, communication, ethics and law to present a system for leveraging social media data for the security of citizens in vulnerable areas, supported by a customised License Agreement. Our research developed the necessary technical capabilities and addressed the social and ethical implications of an integrated control room system for emergency management. SLANDAIL enabled tracking of the informational evolution of disaster events using natural language processing and machine learning techniques, such as topic modelling and statistical machine learning, in English, German and Italian. The importance of language in disaster management resulted in the creation of guidelines for communications for disaster managers to enhance trust, authority, clarity and empathy. Non-verbal communication analysis, including facial expressions, vocal quality and gesture recognition in real-life announcements of impending disasters, were incorporated to improve emergency management communication techniques. SLANDAIL developed response tools to operate within an ethical framework. Our legal research culminated in the development of a model license agreement – the first of its kind – for a social media analysis system for disaster response, ensuring that the system’s operation complies with EU and national Data Protection legislation and with human rights initiatives related to privacy and security. SLANDAIL prototypes were evaluated positively by disaster management and disaster recovery experts, and partners have engaged technology transfer organisations for the subsequent commercialisation of the systems and technologies developed during the project with state organisations and venture funds. SLANDAIL produced a prototype that integrates social media input from text and image into disaster management control room software. The integrated system incorporates advances in text and image analytics and links software built using research from three universities and development by two SMEs. It was specified and tested by (i) police forces An Garda Siochana, Ireland, and Police Service of Northern Ireland, UK, (ii) army reserves Bundesministerium der Verteidigung, Saxony, Germany, (iii) civil protection authorities Protezione Civile de Veneto, Italy and (iv) media communications experts (Stillwater Communications, Ireland). It has been presented to large meetings of disaster managers in Ireland, Northern Ireland, Germany and Italy and evaluated by experts in emergency planning (Business Continuity Institute, Emergency Planning Society).

Universities blast UN report on drug patents

Major research universities are slamming a report by a United Nations (UN) advisory panel that claims intellectual property rights, particularly patents, are largely to blame for high drug prices and lack of accessibility in developing countries. “A strong patent system is what allows universities and related technology transfer organizations to transmit the knowledge and innovations they produce for the public good and broader societal benefits,” five higher education groups say in a joint statement. The organizations, which include the Association of American Universities and the Association of University Technology Managers, responded to a Sept. 14 report issued by advisers to the UN Secretary-General on improving access to medicines. Among its recommendations, the panel suggested that nations should pursue compulsory licenses, which allow governments to override patents and allow the manufacture of lower-cost generic versions of brand-name medicines. But the universities called the focus on patents mi...

Aligning university–industry interactions: The role of boundary spanning in intellectual capital transfer

In the UK, the boundary spanning role has taken on greater significance as successive governments emphasize how universities should play in direct knowledge transfer and changing academics' visions over third mission functions. Studies in the UK have focused on the relative performance of technology transfer organizations (TTOs)/knowledge transfer organizations (KTOs) or their use by academics and external organizations. Compared to their US and international counterparts, TTOs/KTOs at UK universities exhibit low-levels of absolute efficiency. Therefore questions remain relating to how to raise the efficiency and productivity of these units, how to attract and train staff with suitable qualifications/capabilities and how to change adverse attitudes towards knowledge exchange by some academics. Currently, there is a lack of a holistic view of these functions and the way they complement each other or coordinate their activities. This study addresses this gap in theory and practise and advances how universities should provide consistency in both the internal and the external interfaces, by the offer of a framework and key stakeholder insights.

대학의 특허경영전문가 활용에 따른 기술이전성과에 관한 연구

Abstract purpose of this study was to present the future directions for strengthening the TLO(Technology licensing office)s' expertise of universities by examining the impact on utilizing the university management expertsfor patents and technology transfer. To identify the specific effects of dispatching patent management experts, this study was conducted under various conditions, such as the dispatch status, the dispatching duration of patent management experts and the starting year of dispatching them. data were analyzed by utilizing the data of theKIPSI's supporting program of dispatching the patent management expert to universities and the data of UniversityInformation Disclosure site. data from a total of 110 four-year universities from 2008 to 2013 were used. According to the analysis result, the technology transfer's performance and technology transfer's income of universitiesof utilizing the patent management experts compared to universities not utilizing them appeared to be high. Technology transfer and technology transfer income appeared to be higher with a longer period of utilizing the patentmanagement expert at university. This suggests that the direction is required to provide the plan for a longer periodto maximize the effect of the program The dispatching a patent management expert. technology transfer's performance and technology transfer's income did not increase according to the year of dispatched the patent management expert at the university. A comparison of before and after dispatching, the technology transfer performance appeared to be high after dispatch. This suggests that the effects of dispatching the patent management experts at a university can be interpreted as a subsequent effect, rather than an immediate effect. Therefore, it does not simply limit the effectiveness of the dispatch business in the short term, but it needs to activate the technology transfer organization, such as a patent management expert in the long term.