Application of Technology Transfer principles to managerial responsibilities

During the summer of 1985, LCDR Robert Cox completed a course entitled “Technology Transfer” at the U.S. Naval Postgraduate School, Monterey, California. The objectives of the course were to enhance the capability of course participants to take advantage of innovations, to move appropriate research and development results into use, and to gain insight into the Technology Transfer responsibilities of managers. LCDR Cox' paper was chosen from among several contributions as an example of the application of Technology Transfer principles to a manager's job.     

Technology transfer: An overview as related to LDCs

The Technology Transfer issue has aroused much controversy in the last two decades among management researchers. This paper attempts to discuss the problems of Technology Transfer, the debate on this issue and some of the theories concerned. It also presents a suggested theoretical framework to assist the LDCs in determining need for, and receiving of, new technology.     

NASA Technology Utilization Program: A concept paper on options

The NASA Technology Transfer Program has taken on a variety of roles during the past twenty years. This paper briefly reviews these roles. It presents then several organized approaches that could be adopted to maximize the cost/benefit of technology transfer from NASA to the private sector.     

Industry as a mechanism for urban technology transfer

This paper is based upon research done under the National Science Foundation sponsored study The Role of Industry in Urban Technology Transfer: A Comparative Profile. The purpose of the research is to investigate specific industries that serve the urban market of local governments. The research aim is to develop an understanding for the barriers and incentives that affect industry's ability and desire to produce and market technological innovations for cities.     

The federal government and technology transfer implementing the 1986 act: Signs of progress

The Technology Transfer Act of 1986 clearly brought into focus the importance of technology-transfer activities in the federal government. Recognition of the potential benefit to be realized by access to results of federally sponsored research was acknowledged at the highest levels of government. While many departments and agencies had been transferring technology within the limits of existing authority and budgets, the act stimulated them as well as less-aggressive agencies to further strengthen their transfer operations. This paper reviews the status of selected agency technology transfer in 1985, describes important progress since passage of the act in 1986, and notes issues that remain to be resolved.     

The transfer of Federal technology and the community college

The State of Ohio has developed a transfer mechanism using its technical and community colleges. A pilot program began in 1979. The program includes eleven of the State's technical and community colleges and the Ohio State University acting as program manager. This paper reports on a program which is a cooperative effort with the Federal Laboratory Consortium that represents some 200 Federal laboratories and the Ohio technical and community college network. The role of the Ohio Technology Transfer Organization (OTTO) is explained and Federal Laboratory Consortium demonstration projects are discussed.     

Mission and responsibility of the technology transfer agent

This paper was written while vacationing on Nantucket Island, Massachusetts. It deals with current conditions, shortcomings, and the potential improvement of the lots of its people through technology transfer. The authors' thoughts reflect a long-standing love affair with the Island and its people. They are unfinished but the message to the reader is clear. There is a hitherto overlooked dimension of Technology Transfer activities, the responsibility of the transfer agent to pursue his mission with wisdom and concern for all potential consequences of technological innovations.     

“TOTALS”: Transfer of technology approached logically and systematically

Most efforts in transferring technology to a specific location are carried out following essentially a research approach. However, imposing the research approach onto a situation for which a specific solution needs to be created or restructured represents an inappropriate transfer of technology. A planning and design approach (PDA) is called for. “TOTALS” is based on planning and design concepts adapted to solving the problems of technology transfer. It is composed of six time-based and repeating phases, comprised of nineteen steps. It is based on four important concepts: a systems view of technology, a Technology Transfer Equation, five different purposeful perspectives regarding technology transfer activities, and a holistic PDA. No particular approach, technique, model or body of knowledge can be said to be predominant.     

Gauging the process of international technology transfer

A Technology Transfer Index is proposed for gauging the process of international technology transfer. The approach is based on the premise that the transferee in the process aims at achieving technological independence through gradual replacement of imported technological components by indigenous resources. By avoiding abstract concepts and concentrating on the end-results of the technology transfer process, the index can be computed from readily available statistics of production costs and international trade. The quantitative measure is expected to be a useful indicator for economic planning, aid program management and project evaluation and assessment.     

The linkers contribution to technology transfer

The role of an individual known as a ‘linker’ is examined and the similarities between his role and those of ‘gatekeeper’, ‘opinion leader’, and ‘innovator’ are discussed in detail. Not only are the similarities among these roles pointed out but also the unique characteristics of the ‘linker’ are clarified. A Linker Model for Technology Transfer is presented showing the value of a ‘linker’ to the parent and users organizations. Managerial endeavors to understand and promote technology transfer can be facilitated by the in-depth research presented.     

A decision support system model for technology transfer

Technology transfer is the process by which technology originating at one institutional setting is adapted for use in another. A major impediment to the implementation of new technologies to assist with mangerial decision-making problems is a lack of communication between the technology and management communities. Development of a tool designed to bridge the technology transfer gap was the goal of this research. The result is a prototype software package which may be used on an interactive computer terminal by a manager for assistance in designing a decision support system (DSS). The four primary research tasks were:

1. Develop a conceptual model of the DSS design process.
2. Select and adapt, or create, appropriate software to mechanize the model.
3. Develop a knowledge base to describe the interactiveness of various organization variables and managerial decision-making needs.
4. Collect and analyze interview data and implement resultant production rules on the model.

Tasks 1 and 2 were accomplished first to establish the feasibility of this effort. An interview instrument was developed for Task 3. And, corporate managers from several firms were interviewed to accomplish Task 4. Using this data, a prototype production rule model (called DECAIDS for DECISION AIDS) was constructed which supports managerial decision-making from the EMYCIN production rule system used at Stanford University. The purpose of this article is to introduce the need for a Decision Support System Model. A complete copy of this research can be obtained through University Microfilms International, 300 N. Zeeb Road, Ann Arbor, Michigan 48106, from the Naval Postgraduate School, Monterey, California 93940, or the Defense Technical Information Center, Cameron Station, Alexandria, Virginia 22314. The title is “An Interactive Decision Support System for Technology Transfer Pertaining to Organization and Management”, 1980.     

Models for commercialization of technology from universities and research laboratories

One of the most admired aspects of U.S. technology has been the ability to assimilate and commercialize new science and technology. In light of the rising international competition, there has been new emphasis placed on the commercialization of U.S. science and technology developed in the federal laboratories. While research and development remains the focus of these laboratories, passage of the Stevenson-Wydler Technology Act of 1980 and the Technology Transfer Act of 1986 has resulted in a means to further the exploitation of discoveries, patents, and copyrights developed within the laboratories. The transfer of technology to industrial partners and users is a complex task for a federal laboratory. Since the interaction with industry, as well as market knowledge and assessment of the needs of business users are beyond the charter of a federal laboratory, new organizational mechanisms are required in order to obtain full commercial value from the laboratories' efforts. A study was instituted to examine selected organizational and policy arrangements for achieving the optimum commercial value from the science and technology research at the research and development laboratories sponsored and funded by the U.S. government.     

Technology transfer in the California Department of Corrections

A technology transfer project began in 1982 in the California Department of Corrections. They contracted with a research organization to assist them in the identification and evaluation of new technology in the areas of personal alarm systems, electronic perimeter security systems, and contraband control. In addition the contractor was to develop in the department the capacity to maintain an ongoing technology transfer process at the conclusion of the project. After two years positive results have been achieved in each of the three areas of technology. The department has also established a permanent Technology Transfer Committee and created a full-time position to provide staff services.     

Assuring space shuttle orbiter subcontractor compliance with the NASA new technology clause

NASA's Charter demands that innovations arising from the agency's work receive the widest possible dissemination to bring about a transfer of the technology to the public welfare. This Spinoff from the Space Program is now a predictable event because of analyses done over the years by NASA and economists. However, the initial identification of innovations must be done through disclosures from NASA, prime contractor and subtier contractor employee innovators. Although NASA provides innovators with nominal cash awards for published innovations and inventions, a problem exists for NASA in assuring that all valuable innovations and inventions get promptly identified, reported and disseminated. This paper describes the technique developed by NASA's prime contractor for Shuttle Orbiter (Rockwell Space Division), which has successfully captured over 1200 innovations for NASA-JSC. Aspects of the Program described include the contract requirements, motivational techniques, results, problems, and a discussion of the results. An order of magnitude increase in innovation reporting resulted from Rockwell's activities primarily accomplished using an inexpensive four-step process implemented at about 200 subcontractor's facilities.     

Technology transfer legislation: An overview

This article provides an overview of the Federal legislation on technology transfer beginning with the Bayh-Dole and Stevenson-Wydler acts of 1980 and ending with the 1987 Executive Order, “Facilitating Access to Science and Technology.” The legislation and Executive Order provide the context for Federal laboratory technology transfer activities. The article covers the historic development of transfer legislation, the authorities given to laboratories, incentives for technology transfer provided by legislation, and the mandated duties and responsibilities of ORTAs, organizations, and agencies.     

Wave maker

In browsing through Columbia, the alumni magazine of Columbia University, we were struck by the article you see below because it has much to say about invention, technology development, and technology transfer. The story is well-known, the subject of several books. But we think Alvin Yudkoff's succinct treatment of it will be especially valuable to our readers. the Journal of Technology Transfer takes no sides in the historical controversies between Major Edwin Howard Armstrong, his rival inventors, and the companies and individuals who may have benefited from his inventions. We only wish they could have collaborated better or at all. Our thanks to Mr. Yudkoff and to Meg Dooley, editor-in-chief of Columbia, for their gracious permission to reprint the article.     

Generalized variables for controlling Government Transfer Services with respect to performance measures

The term Government Transfer Services is used in reference to any of the organized streams of public resources that flow into private economic activity. This includes such activities as offshore leasing, Social Security, and NASA technology transfer services. This paper describes a performance measure, empirical results, a theory, and a control model for such services. These are illustrated by a specific example (NASA). An agenda for developing this service control method is also presented.     

Interpersonal problem-solving skills in battered,counseling, and control women

The present study was designed to examine the interpersonal problem-solving skills of battered women, while controlling for the effects of depression and anxiety. Battered, Counseling, and Control women were administered an interpersonal problem-solving inventory and asked to generate as many behavioral options as possible for each problem and then to select the one option they would chose to use in the given situation. All options were rated for effectiveness by two “blind” raters. Subjects were also administered the BETA intelligence test, the Beck Depression Inventory, and the State-Trait Anxiety Inventory Form-Y. Analysis of variance found no significant differences between the groups for intelligence, but the Counseling women were significantly more depressed and anxious than the Battered or Control women. Analysis of covariance (using BDI and STAI scores as covariates) found that Battered women: (1) generated fewer total options, (2) generated fewer effective options, and (3) chose fewer effective options for use in the situation than both Counseling and Control women. These findings provide indirect support for a general problem-solving skills deficit in battered women and reinforce the importance of problem-solving skills training for battered women.     

Privacy for the institutionalized mentally ill

During the past decade the courts have taken an increasingly active rule in shaping the physical facilities that house environmentally captive individuals. Perhaps the most influential of these cases was Wyatt v. Stickney (1972), which has been cited as a basis for standards promulgated by other courts (e.g., Davis v. Hubbard, 1980), for model standards (Staff, 1977), and for changes made by administrators fearing litigation (Sommer & Kroll, 1979). Despite this widespread acceptance, there was no apparent empirical basis for, or validation of, the standards. The purpose of the present study was to assess the validity of the behavioral assumptions underlying the Wyatt standards regarding physical changes intended to ensure patient privacy. Patient perceptions of privacy were examined on two units in a facility that met the standards mandated in Wyatt. The results demonstrated that although some of the court's assumptions were valid, several were not, and that overall the standards in this influential case do not ensure patient privacy for the institutionalized mentally ill. The implications of these findings are discussed.