抢夺行为转化为抢劫犯罪刍议

抢夺行为转化为抢劫犯罪不能简单等同于抢劫罪，其刑事责任起点应为16周岁，其数额、凶器、处罚也应充分体现出一定的特殊性。对此作出具体确认有利于维持“抢夺罪——准抢劫罪——抢劫罪”三者之间的平衡。     

Transferring technology into and within the third world

This article is based on Jordan J. Baruch's talk at the banquet at this year's Technology Transfer Society's annual meeting on the occasion of his being named winner of the society's Thomas Jefferson Award. As recipient of the award, he was cited for outstanding achievements in technology transfer in three categories:1. Exemplary success in managing actual transfer (Baruch invented and managed transfer of many civilian and military technologies in acoustics.).2. Leadership in technology-transfer public policy (He has been a frequent expert in Congressional testimony on such issues as consortia in technology development and commercialization. He also led efforts to develop formal organizations to promote technology transfer between the US and other nations such as Israel, Jordan, India, China, and several African countries.).3. Significant contributions to professional knowledge in technology transfer (Baruch has promoted the use of computer conferencing and was the conceptual and political driving force for the formation of the Center for Utilization of Federal Technology.). Jordan J. Baruch, who has a Ph.D. in electrical engineering from the Massachusetts Institute of Technology (MIT), is a consultant (Jordan Baruch Associates). He served as assistant secretary for science and technology at the US Department of Commerce in 1977–81. A professor at Dartmouth, The Harvard Business School, and MIT, he also was a founding partner of the engineering firm Bolt Beranek & Newman. Baruch is a member of the National Academy of Engineering.     

Transferring superconductivity technology at a national-laboratory user center

Department of Energy national laboratories have long sought to expedite the transfer of commercially viable technologies to the private sector through publications and reports, workshops, the licensing of inventions, and personnel exchanges and other cooperative agreements between laboratories, industry, and universities. This article focuses on the transfer of patentable technologies through a case study of the Oak Ridge National Laboratory high temperature superconductivity Pilot Center (HTSC-PC). The Pilot Center was established in 1988 to encourage rapid incubation and commercialization of high temperature superconductivity technologies. The success of this venture will hinge upon assuring compatibility of objectives between the center and likely industrial participants and directing center efforts toward the aspirations of potential collaborators and the ultimate consumers of HTSC technologies. Lessons for general multi-program-laboratory technology transfer include the need for a model of collaboration that emphasizes openness and non-rigidity and facilitates the streamlining of information vital to the cross-fertilization of ideas, continuing reform of the licensing and royalty-sharing process, and simplifying the process of scientific exchange with external constituencies. David Lewis Feldman has a Ph.D. in political science from the University of Missouri-Columbia. He serves on the staff of the Energy Division of the Oak Ridge National Laboratory in Tennessee where he does research on the environmental impacts of energy developments, international and comparative environmental policy, environmental regulation, and technology policy. He is the author of several articles and recently completed a book on natural resources policy in the US. He also serves as senior editor ofForum for Applied Research and Public Policy published at the University of Tennessee.     

Transferring technology across borders: institutional effects in Chinese context

Effective technology transfer across borders is very complex and difficult. There are so many factors that affect the effectiveness of technology transfer across borders, and the host country’s institutional profile is a critical factor. The country institutional profile reflects the institutional environment in that country and is defined as the set of all relevant institutions that have been established over time, that operate in that country, and that are transmitted into organizations through individuals (Kostova 1997, 1999; Kostova and Roth 2002) [Country institutional profiles: Concept and measurement. Academy of Management Best Paper Proceedings, pp. 180–189; Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24(2), 308–324; Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1), 213–233.]. There have been some studies about the relationship between institutional profile and technology transfer, but there are few studies with a Chinese context. Technology transfer plays an important role in developing countries and has been as one of vital strategies to build an innovative nation in China. Therefore, it is urgent to focus on the relationship between China’s institutional profile and technology transfer. The results of structural equation modeling, the subject of this paper, were based on an empirical study of 167 foreign ventures sampled in China, but they did not fully confirm what the institutional theory emphasized about the effectiveness of technology transfer. The normative dimension of the country institutional profile was shown to have a significantly positive effect on the effectiveness of technology transferring across borders, but contrary to expectations, the regulatory dimension of the country institutional profile was shown to have a significantly negative effect on the effectiveness of technology transfer, while the cognitive dimension has no significant effect on it. The concluding section of the paper discusses some practical implications and potential future study directions.      

Transferring NBS technology to small manufacturers through state and local centers

Transferring research results from federal laboratories to small, local industries poses major conceptual as well as practical difficulties. To address the problem, this paper provides a model of a technology-transfer system in which a federal laboratory—the National Bureau of Standards's Automated Manufacturing Research Facility—is linked to small manufacturers through state-and community-based technology centers, where the various instituions in the system are matched along dimensions of (a) level of government, (b) stage in cycle of innovation, (C) education of prototypical worker, and (d) nature of capital-revenue base.     

An applied technology transfer process

The applied technology transfer process is a communication process based on planning, marketing, and training. Planning is the single most important element, while pre-planning is also essential. The marketing part of applied technology transfer involves an in-depth knowledge of both consumers and products. A sound knowledge of media is also essential. The marketing step is the key delivery or transfer element. Applied technology transfer is a system that requires skills such as management and communication techniques which can be learned in traditional academic courses. However, other skills such as applied human relations are more easily learned under a supervised workshop approach. More complex technology transfer systems require additional training on a continuing education basis. The development of technology transfer learning centers can also be useful. Applied technology transfer is a research investment rather than a cost. It is the technology transfer process that insures the timely application of research effort. Research pay-off is derived from use of research products. Thus, applied technology transfer represents research delivery insurance.     

Entrepreneurial finance and technology transfer

Scholars in technology transfer come from a variety of different backgrounds and employ different theoretical and methodological assumptions. Such multidisciplinary approach has fertilized the evolution of a florid technology transfer literature, with insights from entrepreneurship, economics, and management. This paper brings the perspective of entrepreneurial finance into the realm of technology transfer, and identifies emerging topics that can complement our understanding of some aspects of technology transfer, especially with regard to supply-side public policies. This article introduces the rationale for the special issue dedicated to entrepreneurial finance and technology transfer. We summarize the main topics and themes covered by a selection of papers presented at the annual conference of the Technology Transfer Society in 2013, and suggest areas for future research.     

Modernizing federal technology transfer metrics

The Journal of Technology Transfer - Nearly 40 years ago Congress laid the foundation for federal agencies to engage in technology transfer activities with a primary goal to make federal...     

Cognitive mapping in technology transfer

Frequent tensions continue to plague the operations of multinational corporations (MNCs) in less-developed countries (LDCs). Accusations of insensitivity and heed-lessness toward the needs and aspirations of LDCs are commonplace. In this writer's opinion, negative perceptions of the MNCs' operations result in part from differing “world views” between the two groups that are frequently overlooked in strategy formulation. This paper is an attempt to demonstrate that productive, culturally sensitive strategies can be formulated if MNCs use a multiple-perspective approach in their relationships with LDCs. To illustrate this, cognitive mapping is used to analyze the MNCs' decisionmaking behavior. Use of this process should provide MNCs with an opportunity to evaluate the consequences of their actions, the prospect of more effective strategies emerges.     

Challenges in technology transfer: an actor perspective in a quadruple helix environment

This article presents and tests a knowledge and technology transfer framework in a quadruple helix environment, from an actor perspective. The Canadian forest products industry provides a unique opportunity for data collection through case studies as it is an industry built on a triple bottom line, which is managed for sustainable progress. By confronting the new framework to 31 professionals, we highlight the role and challenges faced by each helix. Several factors such as culture, time horizon management and the adaption of theory to practice appear to be determinant to improve technology transfer. We see in our work an important contribution to the generalization of knowledge and technology transfer processes in a quadruple helix environment.     

Potential role of the MNC as an agent of technology transfer for economic development

There is evidence that the multinational corporation (MNC) and a developing nation may have a set of mutually beneficial goals. This article investigates the goals of the multinational corporation and the goals of a developing nation. It then illustrates the mutual benefits in terms of resource identification, and technology selection and development. A planning mechanism is suggested. Finally, some guide lines are offered that should enhance the probability of cooperation.     

A systematic approach to technology transfer

Pouring millions into R&;D with insufficient innovation and paltry returns? One solution: Revamp the process of bringing a product to market by integrating the efforts of technology and marketing personnel.     

Social impact analysis on technology transfer

As societies and cultures are changed, technology transfer is an integral part of the process of creating a new world order. A primary question is whether technology transfer serves as a force for good or evil. Based on some of the recent history of the United States and the impact oftechnology transfer upon a small group of tribal people in India, this article discusses the need for a social impact analysis approach to ameliorate the negative effects of rapid changes caused by unregulated technology transfer.     

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.     

Federal technology transfer: Teaching it

This paper recommends development of teaching materials and cases on technology transfer for undergraduate and graduate courses in business and engineering. Its focus is the process of transferring technology from the federal laboratories to business organizations.     

Performance of technology transfer offices in Germany

The aim of this study is to empirically analyze the performance of technology transfer offices (TTO) in Germany. Although being one of the largest and innovative economies in the world, there is only scarce evidence about the role and performance of TTO in university–industry technology transfer. While policy makers and university managers are often quite optimistic about the impact of TTO in fostering technology transfer into the region, consulting firms and research institutes report such institutions in Germany as superfluous and counterproductive. Using the number of invention disclosures as a performance measure, we analyze how variance in performance can be explained by different organizational structures and variables of TTO. Controlling for regional endowment and university specific effects, our results reveal that TTO performance is mainly a function of the kind of labor division within the TTO and the research intensity of the university. Knowing the drivers of TTO performance may help policy makers and university managers to reflect their strategies, mitigate weak points and thus foster performance.