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1.
Ronald J. Roland Ph.D. 《The Journal of Technology Transfer》1982,7(1):73-93
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:
- Develop a conceptual model of the DSS design process.
- Select and adapt, or create, appropriate software to mechanize the model.
- Develop a knowledge base to describe the interactiveness of various organization variables and managerial decision-making needs.
- Collect and analyze interview data and implement resultant production rules on the model.
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Since its inception in 1914, the Cooperative Extension Service has been delivering technology effectively to the agricultural
community. The history of CES is discussed briefly, and the program's success, in terms of visibility, usage, and economic
impact, is documented. Although the extension model has not been applied widely in industries outside of agriculture, some
states have experimented with technology-transfer programs fashioned after CES. It is argued that these programs have not
acquired the critical mass of resources needed to make them truly effective, and, unless they gain additional support, they
should expand their services to increase their value and assess fees for assistance rendered.
Gregory D. McFall was, during preparation of this paper, an undergraduate research fellow, majoring in physics, mathematics,
and philosophy at Virginia Polytechnic Institute and State University. He currently is doing graduate work at VPI & SU. 相似文献
4.
David E. Smith 《The Journal of Technology Transfer》1992,17(4):45-53
Expert systems continue to evolve for specific applications in medical diagnosis. This is necessary because the influx of new information is so massive that the expert systems must be specialized. The research methodology for this study was based on the usage patterns of expert systems in clinical pathology with data obtained at 94 US medical schools from 202 medical-school-based clinical pathologists. The study showed the link between the use of expert systems in medical schools and within the professional medical community. Initial education in medical schools and ongoing communications through residency programs, post-doctoral fellowships and clinical usage at university hospitals with the goal of technology transfer between medical schools and physicians, seem to represent the future for this valuable diagnostic technique. 相似文献
5.
Dr. Dean A. Horn 《The Journal of Technology Transfer》1982,6(2):1-7
A network of 29 Sea Grant Programs now operate in almost all of the 34 eligible coastal and Great Lake states, the Commonwealth of Puerto Rico, and the U.S. Island Territories. Operating in response to current needs and opportunities by applying faculty, research staff and student expertise, Sea Grant Programs have developed many new systems, processes, policy and legal studies, and technologies. These have been effectively transferred to user groups, including major industries, businesses, government agencies, citizen groups and individuals. Many examples of successful technology development and transfer are discussed. Some examples are the hydrodynamic modeling of transport and dispersion of pollutants in large definable water bodies, the demonstration of a prototype machine for skinning the Spiny Dogfish Shark and application of vibration studies to reduce wave response of offshore structures. The examples demonstrate the viability and effectiveness of the Sea Grant concept. 相似文献
6.
During the past few decades, many aspects of the transfer of technology from developed to less-developed countries have been examined in detail. Although much of the transfer has been done by transnational corporations (TNCs), one area that has received scant attention in the literature is the cross-cultural training of workers in the host country. A model is developed to show how critical training the worker is to the success of the TNC in the host country. This model emphasizes the need for workers to be trained to understand and use the new (foreign) technology and to understand the culture of the foreign corporation.
Thomas S. Barker is a Ph.D. student in higher education with a concentration in management and economics at the University of North Texas. 相似文献
7.
The withdrawl of Federal funds in a number of social service programs and state and local government budgets calls for an upsurge in volunteerism. Since August 1978, a Technical Volunteer Service (TVS) has been doing just that at one of the nation’s largest Federal laboratories. As measured by service to the community, acceptance by laboratory management, and satisfaction for the volunteers, this program has been an outstanding success. The time is ripe to transfer this program to other Federal laboratories, universities and industry. This paper describes the program and offers practical suggestions for its transfer to other organizations. 相似文献
8.
Karl Dakin 《The Journal of Technology Transfer》1994,19(2):47-51
This case study presents a test of a technology transfer model developed by Karl Dakin of The Denver Technology Exchange Corporation. The model involves the creation of a new business organization dedicated solely to completing the transfer of a technology to a single application. In this case, the technology is the BodyShock, developed by Jim Hartway with JH Design, Inc., of Littleton, Colorado. 相似文献
9.
Engineers deploy their skills in contexts that require decisions based on certain criteria and on an understanding of processes that were not learned in college. This paper explores how these supplemental, “contextual” skills may be taught and reports on an experimental, fairly successful upper-division course at Pennsylvania State University in the fall of 1995. 相似文献
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David A. Tansik Ph.D. 《The Journal of Technology Transfer》1989,14(3-4):14-18
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. 相似文献
12.
Bernard J. Schroer Phillip A. Farrington Sherri L. Messimer J. Ronald Thornton 《The Journal of Technology Transfer》1995,20(2):39-47
The debate continues on how to measure results of technology transfer. New and revised models are being conceived and tested in various economic settings. This paper addresses the performance measures that are being derived from the Huntsville/Madison County Chamber of Commerce technology transfer program. 相似文献
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Jonathan Baron 《The Journal of Technology Transfer》1990,15(4):25-30
In 1990, Congress authorized the creation of a pilot Technology Access Program (TAP), to be administered jointly by the Small Business Administration and the National Institute of Standards and Technology. TAP, modelled substantially on a Minnesota state program, will subsidize access by small businesses to [1] a network of several thousand peer-recommended technical experts across the country and [2] interactive searching of technical and business literature databases. Preliminary evidence, from two surveys of random samples of companies that subscribe to the Minnesota service, indicate that this form of technology transfer is effective and could have a substantial positive impact on the productivity of small companies. If the pilot TAP program is successful, it could serve as the basis for a national technical-extension service. 相似文献
15.
The general objective of this paper is to propose the establishment of a federal cost-sharing policy for reducing risk in transferring technology from the R&D stage to commercialization. Minimization of this risk barrier is expected to encourage diverse groups to participate in technology transfer. Section II focuses on specific barriers that impede technology transfer efforts and it presents policy options to minimize identified barriers. Section III introduces objectives of cost-sharing experiments from which cost-sharing policies can be formulated. In addition, we also identify specific cost-sharing participation criteria and success variables for the policy. 相似文献
16.
Ann C. Séror 《The Journal of Technology Transfer》1998,23(3):39-50
This paper examines the institutional network dynamics of information technology transfer with particular emphasis on the
roles of publicly-funded centers for research and development at the national and regional policy-making levels. The conceptual
model serves as a basis for qualitative case analysis and comparison of research management structures in two Canadian research
centers located in Quebec Province. Conclusions are formulated regarding the complementarity of program and project dominant
structures as well as the comparison of hierarchies and markets as technology transfer control mechanisms. Program dominant
management appears appropriate to development of national innovation infrastructures, while project dominant management facilitates
problem solving in regional innovation networks. The consequences of these conclusions for research management in global technological
markets are discussed.
This research was funded by a grant from the Social Sciences and Humanities Research Council of Canada. The names of the research
centers under study have been changed. 相似文献
17.
Roy Serpa 《The Journal of Technology Transfer》1992,17(4):16-19
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. 相似文献
18.
The US Army’s Night Vision and Electro-Optics Laboratory, Fort Belvoir, Virginia, has for the past decade encouraged the transfer of its unique technology into the non-military community. Our scientists and engineers have developed a wide spectrum of devices that provide the military forces with such benefits as being able to “see” at night without being detected, the ability to accurately determine ranges and to designate targets. Although our objective has been to develop devices to enhance the combat effectiveness of the US Army, many of these night vision and electro-optical devices have a great potential for serving useful functions in the non-military community. Therefore, the technology behind these devices which are not classified may, as the need dictates, be transitioned into the private sector through technology transfer. It is the intent of this paper to provide an introduction to the nature of this technology and to illustrate by high-lighting selected spinoffs, the many uses of night vision and electro-optics which have been adapted by the non-military community. 相似文献
19.
John D. Harmon John H. Stevens Lawrence B. Swim 《The Journal of Technology Transfer》1991,16(3):38-42
Concern has been expressed within and outside the United States government about the implications for national security of
foreign ownership of and control over aspects of the US defense industrial base and the transfer of militarily sensitive technology
to other countries. The focus has rightly been placed on direct contact, through over or clandestine means, between US organizations
that are engaged in the development or manufacture of such technology and foreign countries. Avenues of indirect contact and/or
access have, however, received less attention. This survey is a review of the various elements of one such avenue-foreign
control over or presence in the US financial community. Since finance is an essential element of economic activity and US
policy strongly endorses the unfettered freedom of movement of all aspects of economic activity across national borders, a
strong foreign presence in the American financial sector is expected and welcomed. Yet the obvious use of finance to control
and channel production and distribution leads to consideration of the ways in which foreign interests in acquiring or affecting
sensitive technologies can be advanced through financial means. 相似文献