Selling your organization on technology transfer: The metaphor of movement

Corporate technology transfer strategies often focus on the movement of tangible assets—products, processes, “off-the-shelf” technologies, and so on. We argue that the transfer of information- and knowledge-based assets are a critical element of successful competition in global markets, particularly for service industries. In this article we develop a model for (1) identifying a company's “information asset portfolio” and (2) managing the flow of these assets for commercial gain. The Technology Transfer Professional is at the center of this process of information movement and management.     

Technology transfer in the navy: The historical background

This report reviews technology transfer in light of the Stevenson-Wydler Technology Innovation Act of 1980. Following a brief introduction, a section on “Definitions” explains the several meanings that the phrase “technology transfer” now carries in policy discussions. The next section, on “Passive Technology Transfer”, reviews traditional Department of Defense scientific and technical information programs that relate to technology transfer. A section on “Military Industrial Transfer” examines technology transfer from the Defense Department to private industry, expecially to defense contractors. A section on “The Stevenson-Wydler Act and Active Technology Transfer” describes the principal provisions of the new act and why Congress passed it. The next two sections, on “NASA’s Technology Transfer Program” and “The Federal Laboratory Consortium” outline the two existing Government programs Congress relied upon in developing ideas for the new law. A section on “Implementation of the Stevenson-Wydler Act”, discusses several important issues that must be considered by Navy laboratory management as the new law is put into effect in the Navy. Finally, a brief conclusion emphasizes the major point of the report: That Congress, in passing the Stevenson-Wydler Act, did not fully consider what relationship the new technology transfer programs it was requiring in the Executive Branch should bear to existing programs with similar purposes. If the public interest is to be served, the report argues, the Navy must consciously and carefully determine the proper nature of this relationship.     

Technology transfer: A shortcut in danger of short circuit

At cocktail parties, in board rooms, at workstations, in classrooms, and in government offices, “technology transfer” is bandied about as if it were some natural phenomenon, a technological tsunami overwhelming everything in its path. Technology transfer, it is sometimes suggested, is an El Niño in business, government, industry, and even education decision-making, and for some it has meant disruption, dislocation, and danger. For others, technology transfer has been the vanguard of progress and an inexhaustible fountain of productivity, empowerment, and convenience. For all, “technology transfer” today is too often a personal shortcut in our communication that points to unintended meanings or implications. Just whatis “technology transfer,” anyway? To move beyond knee-jerk advocacy or damnation of technology transfer on the questionable basis of faith, and to lay out a new dimension to the definition, understanding, and acceptance of technology transfer that is clear and understandable to any layman, is the purpose of this paper. It is based on a selective yet careful web search, since the Internet World Wide Web is a principal source for information in the growing debate about public policy issues.     

The State of the Science in Technology Transfer: Implications for the Field of Assistive Technology

The Rehabilitation Engineering Research Center on Technology Transfer (T²RERC) hosted a “State of the Science” conference in November, 2001. The conference reviewed technology transfer work within the field of assistive technology, and summarized related work in public, private and academic sectors. Invited speakers prepared papers on various topics concerning technology transfer, and related their findings to the field of assistive technology during the ensuing discussion sessions. This paper provides an overview of the material presented by the participants, and explores the implications of their findings for one particular field of application—assistive technology for people with disabilities.     

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.     

Sea grant — Technology transfer in marine systems

This paper presents several examples of transfer of technology from aerospace systems to marine systems, drawing on the author's personal experience with the shipboard installation of Navy guided missiles and in the area of advanced design deep submersibles. A few instances of marine technology transfer to other disciplines are also included. Emphasis is on the culture clash of advanced technology and exotic materials on a conservative, long-established, and slowly evolving body of technology represented by naval architecture and marine engineering professions. Some concluding remarks discuss the organizational and personal environment which helps or hinders these transfers, with mention of the role of “technological gatekeepers” in the sense of Thomas Allen (T. Allen: Managing the Flow of Technology, MIT Press, 1977).     

A partnership approach to successful,cost-effective technology transfer

The U.S. government, which funds virtually all types of basic research and development, can maximize its investment and best support technology transfer by focusing on R&D at its “budding” stage, and by involving large corporations, small businesses, and researchers in formal three-way partnerships to refine promising technologies and find suitable markets for them. This approach has the added benefit of requiring no additional, special funding for technology transfer. I propose a three-way technology transfer approach based on these concepts: the creation of a three-way partnership among researchers (the innovators), small business (the product/market developers), and industry (the end users of technology), with close liaison from day one for each project, and government serving as the facilitator; the selection of projects that will produce research and development results convertible to prototypes for testing in the end user’s environment; and the selection of projects that complement each other for building a critical mass of technology transfer from the bottom up. This type of approach utilizes the best attributes of each member of the technology partnership; focuses technology transfer efforts at the level of basic technology, where there is maximum flexibility and opportunity; and utilizes existing program funding to accomplish technology transfer objectives.     

Strategic perspective on technology transfer: A call for collaborative research

Technology transfer should not be viewed as a single, “one shot” process. There are downstream strategic issues that must be dealt with if the technology-transfer process is to be well-integrated into a firm's activities. Too often these downstream issues are not apparent during the decisions leading to the actual transfer of the technology. Several key issues that should be weighed by managers are presented, their impact on competitive positioning is considered, and they are discussed in the contexts of maquiladora (twin-plant) factories in Mexico and investments in Chinese Special Economic Zones.     

Technology transfer into capital-intensive industry: I. The paper industry by the year 2000

Traditionally, new technology has been slow to enter the paper industry, which turns over its capital stock in about 40 years. In this paper, we will examine some of the reasons for this long transition period and the implications of such a transition period for government policy. If the turnover time could be cut in half, the potential energy savings could be 4 quadrillion Btu (Quads) in 20 years. Examples of new technologies that will become prominent throughout the paper industry by the year 2000 include vapor recompression evaporation, oxygen bleaching, twin-wire forming and extended nip pressing. We present explicit projections of production shares (based on a computer model) for selected new technologies. New technology blends into an industry over a period of years. This paper examines some of the factors that accelerate or retard this transition in the capital-intensive (“heavy”) industries. For purposes of this article, our example is the paper industry, and so the examples of new innovations are drawn from pulp and paper-making processes. (Incidentally, we use the term “paper” throughout as a shorthand for SIC 26, Pulp, Paper and Paperboard.) The examination of paper-industry technology reported here is based to a great extent on a study of industrial energy use [1] conducted by the Office of Technology Assessment (OTA) for the U.S. Congress. The OTA study examined the four most energy-intensive American industries (paper, steel, chemicals and petroleum refining), to identify technologies to improve energy efficiency, to project industrial energy use in each industry between now and the end of the century, and to assess the impact of various policies on energy use and energy efficiency. The study found remarkable similarities between the four industries. One notable commonality is the attitude of management towards introduction of new technology.     

Eighteen Ways Courts Should use Technology to Better Serve Their Customers

Courts have traditionally used technology to enhance their internal operations. “Outward‐facing” technology focuses on meeting the needs of the court's customers. The article gives 18 examples of such technology and shows how better serving a court's customers provides direct benefits to the court itself.     

Technology transfer in the petroleum industry

The energy industry, especially the petroleum, is critically important to today's society. This industry has historically been accused of being a “good old boy” network that is extremely reluctant and slow to accept technology and change. A closer analysis of the industry shows that it is highly fragmented consisting mostly of firms who operate in only a limited number of functional areas. The analysis also shows that there are many critical current and future problems which could be addressed with technology from any diverse disciplines and industries. Case analyses of existing technology flow through to successful utilization by the petroleum industry describes the technology transfer process and the role played by the different firms inside and outside the industry.     

Technology Transfer in European Regions: Introduction to the Special Issue

Regions can be considered as “regional innovation systems,” but the question of whether and to what extent technology transfer is taking place at this or other (e.g., national and global) levels remains empirical. The theme issue contains a number of case studies of “regional innovation systems” within the European Union. Other papers elaborate on the pros and cons of the systemic approach to the technology transfer processes involved, or make comparisons across regions. In this introduction, the editors discuss the relations between regional policies, technology and innovation policies, and the integration of these different aspects into (potentially regional) systems of innovation. Under what conditions can “technology transfer” be considered as a mechanism of integration at the regional level?     

Technology policy and defense conversion in Israel, 1967–1995

Technology policies and their effect on technology transfer from defense to civilian industries in Israel from 1967 to 1995 are explored. Defense technology policy is found to drive the growth of the defense industry and to limit defense conversion to commercialization initiatives developed primarily through intra-organizational technology transfer. The case of the Israel Aircraft Industries (IAI) is presented. Also the development of national technology policy in Israel is traced and found wanting. Civilian and defense technology policies are found to be uncoordinated with each other and together are incapable of producing interorganizational technology transfer so as to significantly effect defense conversion on a wide number of economic actors particularly small firms. To achieve a socially effective defense conversion process (in which technologies are transferred from defense firms to many economic actors), the analysis suggests that a national technology policy should be designed and implemented under Prime Minister's leadership.     

“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.     

Exclusive Safeguards and Technology Transfer: Subcontracting Agreements in Eastern Europe's Car Component Industry

We study the rationale for the use of exclusivity to protect transfer of technology in subcontracting agreements. The legal possibility arises through the EU Notice on Subcontracting. Empirically, the link between exclusive agreements and technology transfer among firms in the automotive supply industry in EU candidate countries is surprisingly weak, although with exclusive-supply or exclusive-buying clauses in subcontracting agreements upstream transfer of technology is more likely. Exclusive agreements are often reciprocal, and are typically passed on. Downstream firms are more likely to face and use vertical restraints. Technology trickles upstream: Multinational final assemblers transfer more technology than lower-tier suppliers.     

The new stock in trade — technology or stewards of technology transfer — Dr. Dvorkovitz & Associates

A brief account of the growth of the “market” concept, as related to technology transfer, leads into the establishment of Dr. Dvorkovitz & Associates by its founder and owner, Vladimir Dvorkovitz, Ph.D., where the company has been, where it is at present, and plans for the immediate future, as related to the world wide dissemination of data on technology available for license from industry, government organizations, university and private research centers, and individual inventors. Company activities cover the computerized data bank, InstanTechEx; TechEx, the annual World Fair for Technology Exchange; the publication on licensing and technology transfer, UNIT.     

Technology Transfer Emerging Issues “High Impact Trends”

Using an experienced-based methodology it is possible to “forecast” high impact trends in technology transfer. The results presented in this paper are based upon historical data, the author's professional experience, R&D trend information and the aggregation of responses from experts drawn from a wide range of organizational sectors. The technology transfer trend forecasts may be useful to professionals and organizations in technology transfer as they examine future opportunities.     

物权法草案的若干问题

由其第六次审议结果看,物权法草案在如下方面尚需进一步完善:不宜规定“根据宪法,制定本法”;不应废弃“物权法定原则”;不宜规定“野生动物资源属于国家所有”;不宜规定“国有化”措施;承包经营权的期限应统一规定为五十年;不可轻率规定“动产浮动抵押”;“公路、桥梁收费权”和“应收账款”融资,属于典型的“债权转让”,不宜规定在权利质权制度之中。     

Technology utilization — The new corporate challenge

Technology transfer and utilization is a process that has a profound impact on the survival of the firm, particularly in today's high technology market where technological changes are rapid and often dramatic. The market place both locally and internationally is replete with business failures resulting from the inability of firms to maintain a competitive edge in technology utilization and/or transfer. We contend that many such failures could be avoided by establishment of in-house programs developed specifically to address the utilization and transfer of technologies associated with the firm. This paper proposes a general methodology to identify and establish such an in-house program regardless of the technology area of interest. Once implemented such program can be used as engines of technological innovation by working in an active versus reactivemode.     

Menu of best practices in technology transfer (Part 2)

This menu accompanies the paper on the previous pages—“Doing Technology Transfer in Federal Laboratories (Part 1)”—and compiles best practices in technology transfer as defined by the institutions that use them. It is based on interviews with technology-transfer professionals in federal laboratories and universities. It highlights best practices in organizing the technology-transfer function, involving the science and technology staffs, capturing intellectual property, evaluating and patenting intellectual property, marketing technologies, preparing technologies for commercialization, transferring technology locally, using technology-transfer intermediaries, and using technology-search programs. The menu ends with a collection of conventional wisdom about technology transfer.