The Cooperative Strategy of Technology Transfer Offices: A Longitudinal Study

2012 ◽  
pp. 51-72
Author(s):  
Mireille Matt ◽  
Véronique Schaeffer
Keyword(s):  
Longitudinal Study ◽  
Technology Transfer ◽  
Cooperative Strategy ◽  
Technology Transfer Offices

Technology transfer offices and academic spin-off creation: the case of Italy

2011 ◽  
Vol 38 (4) ◽  
pp. 382-400 ◽  
Author(s):  
Bernardina Algieri ◽  
Antonio Aquino ◽  
Marianna Succurro
Keyword(s):  
Technology Transfer ◽  
Technology Transfer Offices

scholarly journals Determinants of ICT Innovations: Lessons Learned from Sweden and Sri Lanka

2021 ◽  
Vol 11 (4) ◽  
pp. 135
Author(s):  
Chaminda Wijesinghe ◽  
Henrik Hansson ◽  
Love Ekenberg
Keyword(s):  
Technology Transfer ◽  
Sri Lanka ◽  
Developing Country ◽  
Risk Taking ◽  
Lessons Learned ◽  
Living Standards ◽  
Innovation Activities ◽  
Doing Business ◽  
Technology Transfer Offices ◽  
Essential Services

Innovation is critical for enterprises and the country’s economy, and it has resulted in an improvement in living standards. There may be appropriate lessons to learn from other countries, but their adoption must be assessed due to education and living standards variations. This paper aims to build an in-depth understanding of the stimulating factors for ICT innovations from Sweden, and examines their adoption in the context of a developing country, Sri Lanka. ICT innovations significantly impact development in other sectors, as they can ease doing business and other essential services. This study is based on seven interviews, including key people leading innovation activities in Sweden. Then, it critically analyses and presents the application of stimulating factors in Sweden to the context of a developing country, namely Sri Lanka. The results indicate that education and mindset, a risk-taking environment, embracing failures, digitalisation and collaboration are the critical determinants of ICT innovations in Sweden. This research is vital for educational policymakers in universities, technology transfer offices, and governmental policymakers.

Knowledge and Technology Transfer Support Potential of Intermediate Organizations

2015 ◽  
pp. 143-170 ◽  
Author(s):  
Tobias Kesting ◽  
Bernd Wurth
Keyword(s):  
Technology Transfer ◽  
Empirical Studies ◽  
Business Practice ◽  
University Environment ◽  
Technology Transfer Offices ◽  
Key Factor ◽  
Knowledge And Technology Transfer ◽  
Marketing Service ◽  
The University ◽  
Theoretical Considerations

This chapter aims at analyzing and optimizing the requirements of the internal environment regarding university-business cooperation (UBC). It focuses on university Technology Transfer Offices (TTOs), intermediate organizations embedded within the university environment. They support knowledge and technology transfer (KTT) activities, particularly the commercialization of research-based products. TTOs are supposed to accelerate and facilitate KTT from science into business practice. Although literature on university research commercialization highlights the relevance of transfer support by TTOs, empirical studies and KTT practice show that TTO services are used rather sparsely. Based on theoretical considerations and results of recent empirical studies on KTT, this chapter discusses two practice cases to derive indicators for a better exploitation of unused KTT support potential of TTOs. The results show that personal engagement aimed at a marketing service provider philosophy emerges as the key factor for fostering and intensifying cooperation between researchers and TTOs.

Case Studies of North American University Performance in Technology Transfer and Commercialization

2010 ◽  
pp. 1-51
Author(s):  
Alan Collier ◽  
Fang Zhao
Keyword(s):  
Technology Transfer ◽  
Case Studies ◽  
North American ◽  
University President ◽  
American University ◽  
Technology Transfer Offices ◽  
Two Factors ◽  
University Performance ◽  
The University ◽  
Ability And Willingness

This chapter reports on case studies of four North American universities engaged in technology transfer and commercialization. The literature and case studies permitted an understanding of the characteristics possessed by universities and university technology transfer offices that appear to be successful in technology transfer and commercialization. Fourteen characteristics, or institutional enablers, are identified and analyzed in order to determine which among these characteristics have greater influence in the success of technology transfer offices. The chapter concludes that universities with superior-performing technology transfer offices possess two factors in common. First, the university President and other executives concerned in commercialization have to believe in it and make a genuine commitment to its success. Second, the technology transfer office has to be led by an individual who possesses several attributes: the ability and willingness to work within the university structure; the ability to be both an entrepreneur and a manager; the ability to see what is happening in technology transfer and commercialization as it evolves and matures; and to be a leader of people and business.

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