scholarly journals Technology Transfer Projects in the UK

2018 ◽  
Vol 14 (2) ◽  
pp. 52-72 ◽  
Author(s):  
Martin George Wynn
Keyword(s):  
Technology Transfer ◽  
Product Development ◽  
New Product Development ◽  
New Technology ◽  
Analytical Framework ◽  
Service Improvement ◽  
Key Factors ◽  
Study Approach ◽  
Business Practitioners ◽  
The Uk

This article examines how technology transfer has operated in university-company projects undertaken in small to medium sized enterprises via the UK Knowledge Transfer Partnership scheme. It adopts a qualitative case study approach, focusing on three companies drawn from an initial review of fourteen technology transfer projects. This provides the foundation for the development of a model of 12 key factors that underpinned successful outcomes in these projects. The fourteen projects are reviewed in terms of their impact on either process change, service improvement or product development, drawing upon the post-project assessments of the funding body and the developed model. Findings suggest that using new technology to innovate internal processes and services is likely to prove more successful than projects focusing on new product development. The model provides an analytical framework that will be of interest and value to academics and business practitioners looking to develop university-industry partnerships involving technology change and innovation.

Technology Transfer Projects in the UK

2020 ◽  
pp. 383-405
Author(s):  
Martin George Wynn
Keyword(s):  
Technology Transfer ◽  
Product Development ◽  
New Product Development ◽  
New Technology ◽  
Analytical Framework ◽  
Service Improvement ◽  
Key Factors ◽  
Study Approach ◽  
Business Practitioners ◽  
The Uk

This article examines how technology transfer has operated in university-company projects undertaken in small to medium sized enterprises via the UK Knowledge Transfer Partnership scheme. It adopts a qualitative case study approach, focusing on three companies drawn from an initial review of fourteen technology transfer projects. This provides the foundation for the development of a model of 12 key factors that underpinned successful outcomes in these projects. The fourteen projects are reviewed in terms of their impact on either process change, service improvement or product development, drawing upon the post-project assessments of the funding body and the developed model. Findings suggest that using new technology to innovate internal processes and services is likely to prove more successful than projects focusing on new product development. The model provides an analytical framework that will be of interest and value to academics and business practitioners looking to develop university-industry partnerships involving technology change and innovation.

Technology Transfer Projects at the University-Industry Interface

2020 ◽  
pp. 272-304
Author(s):  
Martin George Wynn
Keyword(s):  
Technology Transfer ◽  
Product Development ◽  
New Product Development ◽  
New Technology ◽  
Analytical Framework ◽  
Service Improvement ◽  
Study Approach ◽  
Business Practitioners ◽  
The Uk ◽  
University Industry

This chapter examines how technology transfer has operated in university-company projects in small to medium-sized enterprises (SMEs) via the UK Knowledge Transfer Partnership (KTP) scheme. A qualitative case study approach is used, focusing on three companies drawn from an initial review of 14 technology transfer projects. This provides the foundation for the development of a model of 12 key factors that underpinned successful outcomes in these projects. The 14 cases are then reviewed overall, in terms of their impact on either process change, service improvement, or product development. The analysis draws upon both the post-project assessments of the funding body and the developed model and concludes that using new technology to innovate in internal processes and services is likely to prove more successful than projects focusing on new product development. The model provides an analytical framework that will be of interest and value to academics and business practitioners looking to develop university-industry partnerships involving technology change and innovation.

Virtual Clutch Development Model

2007 ◽  
Author(s):  
Lina J. Lundquist ◽  
Franz Eberle ◽  
Mikael B. Mohlin ◽  
Rainer Sponsel
Keyword(s):  
Product Development ◽  
Product Quality ◽  
New Product Development ◽  
New Technology ◽  
Development Model ◽  
Lead Times ◽  
Automotive Company ◽  
Clutch System ◽  
New Ideas ◽  
Development Approach

In a world of constant development and where competition grows stronger for every minute, there is a need to work smart to stay on the market. Product development in the automotive business is not an exception. It is though not enough to adapt new technology and new ideas, one has to apply it to the organization in the smartest way to be able to achieve one of the most wanted goals; shortened lead-time in combination with improved product quality. As well known, virtual prototyping is a mean to achieve the above stated goal. This paper describes how this method has been the basis for a new product development approach in the clutch system area in an automotive company. The new virtual development approach is enabled by creation of the Virtual Clutch Development Model (VCDM). The main benefit of the simulation model is that several clutch performance phenomena can easily be investigated at once to get an overview of the performance of the clutch system, this in an early phase of the development process. This will facilitate trade off decisions and avoid suboptimization and thus shorten lead-times and improve product quality.

scholarly journals Exploring and Preparing for Successful Cross-continental Knowledge and Technology Transfer: A Case Study on International Open Innovation

2019 ◽  
Vol 5 (1) ◽  
pp. 60-76
Author(s):  
Alan Barrell ◽  
Joanne Hsu
Keyword(s):  
Technology Transfer ◽  
New Technology ◽  
Scale Up ◽  
Close Collaboration ◽  
Group A ◽  
Energy Innovation ◽  
Knowledge And Technology Transfer ◽  
The Uk ◽  
Rapid Transfer

Shanghai Energy Corporation—SHEnergy Group, a major Chinese enterprise in energy provision and the development of continuous improvements in energy conservation within urban development, is undertaking a major initiative in establishing the Shanghai International Energy Innovation Centre (SIEIC). Within the programme, study visits to London and Cambridge in the UK led to a decision to seek close collaboration with established and mature centres of excellence in technology transfer and the support of new company development and scale up, providing the rapid transfer of methodology and process and in addition to establishing longer term connections and relationships enabling the identification, curation, funding and eventual adoption of promising new technology from Cambridgexf and other UK and Western centres by SIEIC—in ways bringing benefits to all parties.

MAKE-TO-CONCEPT: A "SOLUTION-BASED" APPROACH TO COMPLEX NEW PRODUCT DEVELOPMENT

2011 ◽  
Vol 15 (02) ◽  
pp. 279-301 ◽  
Author(s):  
LIHONG ZHANG ◽  
DAVID BRYDE ◽  
JOANNE MEEHAN
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Process Development ◽  
New Product ◽  
Process Optimisation ◽  
System Specification ◽  
Research Findings ◽  
The Uk ◽  
Business Customers

Achieving close and on-going co-ordination between the various stakeholders involved in the product design and process development has been a main issue in complex new product development (CoNPD). Challenges arise in balancing product innovation and process optimisation, particularly when business customers place an order with a requirement featured as open system specification (OSS). This paper examines CoNPD projects in two international engineering companies based in the UK. The aim is to explore the use of specification management, with a particular focus on the project stakeholders that are both internal and external to the companies. Analysis of the data reveals issues associated with how the stakeholders interact to: manage the risks of associated with OSS projects, develop solution-based approaches and deal with the novelty of technology integration. The research findings provide evidence for a make-to-concept specification management process for contracted CoNPD projects. In doing so, the paper makes a contribution towards developing an approach to solution-oriented businesses that is informed by a rich understanding of how project stakeholders work together to manage CoNPD projects.

scholarly journals Leveraging social media in new product development: organisational learning processes, mechanisms and evidence from China

2020 ◽  
Vol 40 (5) ◽  
pp. 671-695 ◽  
Author(s):  
Yuanzhu Zhan ◽  
Kim Hua Tan ◽  
Leanne Chung ◽  
Lujie Chen ◽  
Xinjie Xing
Keyword(s):  
Social Media ◽  
Product Development ◽  
New Product Development ◽  
Social Presence ◽  
Academic Research ◽  
New Product ◽  
Organisational Learning ◽  
Learning Mechanisms ◽  
Content Type ◽  
Study Approach

PurposeThe main purpose of this paper is to investigate how social media can provide important platforms to facilitate organisational learning and innovation in new product development (NPD) process.Design/methodology/approachUsing a multiple case-study approach, this study assesses qualitative data collected via 56 interviews from 13 world-leading Chinese companies in the high-technology industry.FindingsThe study identified three distinct types of organisational learning mechanisms for firms to extract potential innovation inherent in social media. It further determined various organisational enablers that facilitate the connections between these mechanisms and NPD performance.Research limitations/implicationsThis research contributes to the emerging literature on digital product development and organisational learning. The cases were conducted in the Chinese context, hence, the results may not be fully generalisable to other organisations, industries and countries without appropriate re-contextualisation.Practical implicationsThe empirical evidence showcases the various mechanisms adopted by managers in different NPD phases. It identifies several technological and organisational adaptations that managers can apply to smartly scale their social presence and facilitate NPD.Originality/valueDespite the exponential growth of social media use in identifying and interacting with external stakeholders, managerial practice and academic research have paid little attention to how social media can be leveraged for NPD. The value of this research comes from applying a qualitative method to gain in-depth insights into the mechanisms for leveraging social media to facilitate innovation in NPD.

Small Software Companies

2019 ◽  
pp. 41-66
Keyword(s):  
Technology Transfer ◽  
Product Development ◽  
New Product Development ◽  
Service Provision ◽  
New Products ◽  
New Product ◽  
Small Companies ◽  
Industry Sector ◽  
Software Companies ◽  
Technology Industry

The technology industry is dominated by major international companies, but there are also many SMEs, SBEs, and micro-companies operating effectively in this industry sector. Maintaining innovation is a key challenge, especially for the small players in this market, and technology transfer to develop new products and services is particularly challenging. This chapter examines four technology transfer projects in small software companies, three of which focused on new product development, and the fourth on a new service provision. All four projects were generally well managed, but effecting this degree of change requires more than good management, especially in such small companies. It is not surprising that some of these projects failed to achieve their objectives in the mid-term.

Global New Product Development Strategies and I.T. Applications

1999 ◽  
Author(s):  
Alejandro Balbontin ◽  
Baback Yazdani
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Project Planning ◽  
Distributed Teams ◽  
Small Scale ◽  
Industrial Sectors ◽  
Collaborative Ventures ◽  
The Uk ◽  
Business Sectors

Abstract This report presents the results of the 1998 Global New Product Development Survey, carried-out by the Warwick Manufacturing Group at the University of Warwick (UK). The survey is based on a questionnaire addressed to 637 firms with turnover greater than £ 30 million ($ 45 million), operating in the UK across key industrial sectors and engaged in New Product Development (NPD). Response rate was of 8%. Global NPD practices include product standardization, the strategy used to allocate NPD centers (related to business units and geographically), the level of centralization of tasks, the level of NPD outsourcing, the use of external collaboration and the use of Information Technology (IT) applications to support the NPD process. It was found that firms with products designed for global markets have about an 8 times greater potential to export than those firms who only standardize core components. Firms that collaborate more with external entities implement universal products more easily. Based on the “pretax profit in the last four years of business activity”, the respondent firms with losses have an average of 7 business sectors, whereas the top ten profitable firms have an average of only 4 business sectors, this relationship also applies to NPD activities. It was found that firms manage the collaborative ventures through either team members or team leaders and that top management involvement is only on a small scale. IT communication tools (e-mail and video-conferencing), followed by administration tools (project-planning and presentation software) are the main priorities in firms with widely distributed teams.

Adoption of product lifecycle management in new product development: a case study of automotive organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ganesh Tanpure ◽  
Vinod Yadav ◽  
Rakesh Jain ◽  
Gunjan Soni
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Product Lifecycle Management ◽  
Product Lifecycle ◽  
Content Type ◽  
Study Approach ◽  
Manufacturing Organization ◽  
Lifecycle Management

PurposeThe Product Lifecycle Management (PLM) system has found varieties of deployments in various domains of product-based industries. Current study aims to provide a framework for the adoption of PLM systems in manufacturing organizations to meet the actual requirements of industries.Design/methodology/approachFirst, a systematic review of extant literature was performed, and further, the case study approach is opted to study the process of New Product Development (NPD) in a manufacturing organization. Triangulation methodology was adopted wherein the interview results, actual observations, and authorized documentations were used to validate the result and provide conclusions.FindingsA conceptual framework and implementation architecture for PLM is derived. The complete ecosystem for digital footprint is mapped for New Product Development (NPD) activities.Practical implicationsThe study could be helpful for Techno-Functional Managers. For individuals with only functional/technical knowledge, additional training might be required to adopt the framework in actual practices.Originality/valueThe paper contributes to the existing literature by providing a framework and demonstrating the feasibility of implementation through the case study.

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