Barriers and Bridges for Successful Environmental Technology Transfer

Governmental policy, social factors, individual behavior, and technology play critical roles in improving the environment. The Department of Defense is not immune to these factors as its actions have, and will continue, to impact its operational environments.This research analyzes the technological aspect of improving environmental conditions. Of particular interest, are the barriers encountered when laboratories transfer environmental technology to an end-user, and the bridges used to mitigate these barriers. A case study methodology is utilized analyzing five environmental technology transfers within the U.S. Air Force.Several key barriers and bridges are specific to the transfer of environmental technologies. They include environmental regulatory agency oversight, difficulty in clearly defining the end-user, and the need to demonstrate technologies to potential end-users. However, many barriers and bridges encountered in the environmental technology transfer, are also encountered in the transfer of other technologies. Based on these findings, recommendations are provided for improving the environmental technology transfer process.     

Strategies for promoting technology transfer to the private sector

This article discusses alternative promotion strategies that public policy makers can use to increase the effectiveness and efficiency of technology transfer programs. Three transfer strategies are described; the passive, the role-directed, and the organization-directed strategies. Factors influencing the selection of one of these transfer strategies by policy makers are considered in detail.     

Profiles of State Technological Transfer Structure and Its Impact on Small Manufacturers

This paper presents the results of an empirical examination of the methods 10 state agencies use in coordinating technology assistance to small manufacturers. The strategies that agencies use to transfer technology are evaluated in light of 15 economic variables. Where appropriate, regression analysis was used to measure the impact of these variables on the growth rate of small manufacturers. State assistance strategies were determined by mailing a questionnaire to the chief technology transfer officer in each of the states. Survey participants were asked to discuss the mission, goals, degree of goal accomplishment, and size of budget/staff. The study compares their responses and discusses how these agencies might improve the transfer process.Five economic variables were found to be significantly related to the number of small manufacturers in a state. However when growth rates of the significant variables and small manufacturers were compared the results were not as clear. The states with the fastest growth rates of small manufacturers did focus their technical assistance on small firms. These states tended to place a priority on providing technical assistance to small manufacturers.     

The effectiveness of Kyoto Protocol and the legal institution for international technology transfer

Kyoto Protocol has certain provisions concerning environmentally sound technologies (ESTs) transfer, primarily including the direct provisions, the clean development mechanism and the fund mechanism, which are supposed to favor technology transfer for reducing the emission of greenhouse gases (GHG) in the world. However, mainly due to the flaws of these provisions, ESTs have not been transferred as smoothly as possible to realize the Kyoto Protocol’s objectives. Therefore, the international community shall take the effectiveness of Kyoto Protocol as a fresh impetus to consummate the legal system of international technology transfer, that is, to develop a uniform technology transfer agreement under the WTO with a focus on promoting ESTs transfer, which may make the developing countries to acquire the technologies they need under the fair terms and help them build their capacities for sustainable development. China does not need to perform the obligation of reducing GHG emissions until 2013 according to Kyoto Protocol, but precautions shall be taken to improve its legal systems on technology transfer to make preparations for implementing the policy of scientific development and playing significant roles in related international legislation.     

Technology transfer perspectives in globalising India (drugs and pharmaceuticals and biotechnology)

The paper briefly outlines the status of technology transfer related issues in drugs & pharma and biotechnology sectors in India. The paper also outlines the contemporary business strategies including R&D and technology transfer models. The study indicates that present technology transfer policies and mechanisms are weak and need to be restructured. The current fiscal incentives and tax concessions etc. available for R&D in industry seem to have outlived and are no longer attractive because of continuous lowering of tariff rates and tax rates in the context of WTO and liberalization of policies. Moreover, the issue of R&D support to industry is not covered in the WTO as in case of subsidies. Therefore, it is advisable for the government to revisit the existing promotional measures for R&D. FDI policies also need to be tailored to encourage Technology transfers and capability building. Recommendations are made for making Technology Transfer more effective for the growth and competitiveness of the industry. A technology transfer management model is suggested.      

Facilitating technology transfer among organizations: An applied communication strategy concept for organizational boundary spanners

Facilitating technology transfer from one organization to another is a complex process. Organization representatives are key players in the facilitation process and act to span the boundary between organizations. This paper offers a conceptual framework concerning organizational “boundary” spanners who must cross lines to transfer technology. From a communication viewpoint, boundary spanners need to reduce uncertainty, process information, and provide representation in order to achieve organizational outcomes of building relationships, achieving performance, and applying technology. This framework describes several strategies involved in the process of technology transfer: inquiry, self-disclosure, enhancing self-image, bargaining, and relationship-building. In short, we argue that individual boundary spanners need to be effective communicators when facilitating the technology transfer process.     

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.     

Overcoming barriers to technology transfer between small business assistance agencies and their clients: Third world style

This paper presents the results of an empirical examination of the methods small business assistance agencies in the Dominican Republic use to overcome technology transfer barriers. The availability and the methods agencies use to access the world's business knowledge are examined, as well as how the agencies disseminate the information to clients. The discussion identifies barriers that inhibit the flow of client information between (1) the knowledge pool and the agencies and (2) the agencies and the client. The strategies that agencies use to overcome barriers are characterized as push or pull, and informal or formal. Pull strategies begin with marketplace need and work toward the technology to solve the problem. Push strategies begin with specific business information and work toward its acceptance and use in the marketplace by clients. Personal interviews were conducted in Spanish with heads of the 13 assistance agencies in the country. Survey participants were asked about the processes, procedures, and techniques they used to gain and transfer business skills. The study identifies specific activities in which the agencies engage in order to effectively overcome barriers to the transfer of business knowledge.     

Comparative study of sustainable and non-sustainable interventions in technology development and transfer to the women’s vegetable gardens in the Gambia

In the Gambia numerous projects have been implemented to boost vegetable production. A survey was conducted in Kanifing Municipality and Western Division of the Gambia to determine the level of technology development and transfer. The result shows that the total membership of the intervention sites is 726 and 1,115 growers in the non-intervention sites respectively. From the survey 92% of farmers considered variety improvement as a priority area for technology development. The result indicated that 45% of the respondents regard that 80% of technologies comes research and farmers and 90% of technology dissemination to farmers is through the public extension system, and 20% of respondents mentioned farmer groups. The aim of this study was therefore to examine acquisition, technology development, and transfer to farmers and to come with appropriate strategies of technology transfer in The Gambia in the areas of production and marketing of vegetables.      

Evaluation of technology transfer strategy of petrochemical process

In this paper we present technology transfer strategy of petrochemical process to Iranian industries. Petrochemical industries import requested technology by some known strategies such as Foreign Direct Investment (FDI), Licensing, Joint Venture (JV), Turn-key, Reverse Engineering (RE) and Research & Development (RD). The strengths and weaknesses of each strategy was evaluated according to our situation and condition. In first step, the related literature and previous studies we investigated to find indexes for technology transfer of petrochemical process. By prepared questionnaire and referring to petrochemical experts, through AHP method, the significance of indexes related to each strategy was evaluated and analyzed. The result shows that make JV with an International company who owns the know-how technology and strong background in requested technology, will help us to succeed in our investment. Licensing, also, is an appropriate alternative for some technology transferring projects that no JV could be created.     

Technology Transfer: An Opportunity for Small Open Economies

In this paper, crucial aspects of technology transfer are considered from the perspective of a small open economy with a predominantly small and medium-sized enterprise structure. The paper uses empirical data from an investigation which prepared the ground for developing a model for the active support of technology transfer in Austria. Experience from technology transfer strategies in other European countries was introduced and integrated in the formulation of policy proposals. These proposals are valid for a broad range of different technologies, while taking into account the possibilities and limitations of technology transfer policy in small open economies.     

Research needs of industry

This paper discusses the results of a study on the broad research and technology needs of industry. The study identifies the current sources of information, preferred sources, general areas of needs, expected impact of technology, some methods by which information on technology can be transferred, and the language style of the communications. The influence of firm size, and type of industry is also discussed. The study provides a basis for improving the transfer of information from the laboratory and research centers to executives engaged in the manufacturing and processing of materials and products. Included in the study are a variety of transfer agents including laboratories, universities, equipment suppliers, government, and others.     

技术转移要求、投资鼓励与国际投资环境的关联关系——结合WTO贸易与投资关系工作组的研究报告和晚近国际投资立法进行分析

根据WTO贸易与投资关系工作组近年来对技术转移要求和投资鼓励问题的专题研究 ,结合晚近国际投资立法的相关规定 ,不难发现未来相关国际投资立法的可能发展趋势 :适当的有关技术移转方面的引导措施可以存续 ,强制性技术转移要求应逐步取消 ;投资鼓励措施只能作为吸引和引导外资的辅助性工具 ,制约投资鼓励措施的国际多边规则会逐步出现并日趋严格     

Legislative-policy initiatives as a problem-solving process: The case of technology transfer

Legislative and policy initiatives can be viewed as a problem-solving process that includes the following steps: [1] problem identification, [2] identification of objectives, [3] strategies, [4] evaluation of strategies, [5] decision(s), and [6] implementation. This paper uses policies related to technology transfer as a “test case” issue area. It identifies four historical phases for technology transfer—extension service, space-defense spin-off, intergovermental, international, and technology commercialization—and their related objectives. Seven technology-transfer models are presented for accomplishing these objectives: intermediary mechanisms, decentralized invention management, cooperative research, patent waivers, personal incentives, personnel-exchange programs, and foreign patent rights. Actual examples, evaluation criteria, and resulting decisions are subsequently presented. Finally, implementation issues (regulations, technical assistance and training, and financial considerations) are discussed. Sally A. Rood, a public-sector consultant, recently co-authored a handbook on technology transfer for the US Conference of Mayors. She produces a series of bi-monthly bulletins on economic development for the Academy for State and Local Government and the National Council for Urban Economic Development. She is working on her Ph.D. in Public Administration.     

A guide to the best technology-transfer practices

In analyzing the best technology-transfer practices of a broad cross-section of goverment agencies, research institutions, and national and industrial laboratories, it was found that different technology-transfer practices should be used at the prospecting, developing, trial, and adoption stages of technology transfer. These results are summarized in a benchmark model that indicates which best practices to use at each stage of the technology-transfer process, and what roles should be played by technology disseminators, developers, sponsors, and implementors during these stages. Rules are suggested for making cost-effectiveness trade-offs among alternative best practices and designing optimal transfer strategies when budgets are limited.     

Transferring technology transfer into an Air Force unit

This article describes barriers to technology transfer and changes that occurred when a technology—artificial intelligence—was introduced in an applied high-technology setting at the Deputate of Communications-Computers. Electronic Security Command, US Air Force, San Antonio, TX. The authors, who were responsible for transferring the technology, based their method on an accepted model that focuses on the ability of individuals to bring about change. They regard technology transfer as the introduction and communication of a technology for practical application. Transfer into an organization entails an appreciation by the transfer agent and the recipient of how the technology will be received, used, and applied; how it will affect the recipient's management style; and how the transfer process is designed to meet the needs of the organization. Identifying, infusing, and marketing technologies often causes hostile reactions by the targeted receiver, partly because it is a challenge to the status quo and partly because the organization's technical and non-technical people don't see eye-to-eye. This has been true in our setting. Specialists have been too adamant to accept contrary views and management has not taken the need for specialists and their new technologies seriously enough. He is Chief, Rapid Prototyping Section, and he heads artificial-intelligence development.     

The role of intellectual property management education in a technology management curriculum

Should intellectual property (IP) management be considered a required course in Technology Management curricula? If so, what knowledge and skills should be conveyed in a one-semester course? What is the best way to teach this material? This paper presents evidence that intellectual property management should be of central importance to technology management (TM) programs and that professionally vital knowledge can be taught to MBA and Management of Technology (MOT) students without legal backgrounds. IP management can be seen as a curricular locus, bringing together subjects such as entrepreneurship, technology strategy, and technology transfer. At Stevens Institute of Technology, we’ve taken the position that IP Management should be taught as a distinct course in a technology management program on equal footing with more traditional course offerings such as Marketing and Finance. We reflect upon 4 years’ teaching experience and present evidence from former students that the course fulfills its mission to be professionally relevant and pedagogically unifying to technology management programs.     

An exploration of the “Spinback” phenomenon

This paper examines nine cases of “spinback,” the flow back to laboratories of technical advantage from technology transfer activities. The benefits revealed in the cases are discussed and assessed for their value to the participating laboratories and the scientists involved. The objective of this study was to explore and test the feasibility of undertaking a comprehensive study of the value of spinback in order to encourage support for technology transfer activities by middle management in a laboratory. Spinback is defined as the phenomenon by which scientists’ and engineers’ participation in technology utilization activities results in a technically valuable flow back to their laboratories or organizations, thereby increasing or improving techical capability. It was anticipated that this exploration would provide evidence that the phenomenon does occur, with important consequences for the organization.     

Information flow from Japan to U.S. researchers in applied and basic energy research fields

A recent study conducted by Pacific Northwest Laboratory (PNL) evaluated technical information transfer from Japan to the United States. This evaluation was part of a larger assessment of international monitoring of energy technology development conducted for the U.S. Department of Energy. For this study, U.S. researchers in each of ten selected technical fields were identified and interviewed to obtain their perceptions of information transfer from Japan. Results from these interviews indicated that, although there are major differences among the technical fields, U.S. researchers generally consider information transfer from Japan to the U.S. to be inadequate. Researchers particularly noted the difficulties they have attending conferences in Japan or visiting Japanese research facilities. In contrast, Japanese researchers attend all major conferences and frequently visit laboratories in the U.S. Researchers recommended several steps to improve technology transfer from Japan, including improving the screening and translation of technical material published in Japan, promoting binational seminars and workshops, and encouraging laboratory visits and exchanges of research personnel.     

Guns to butter: Technology-transfer strategies in the national laboratories

The military threat to national security has substantially diminished, and the need for a stronger focus on economic competitiveness for the US is becoming more pronounced every day. We must find ways to accomplish more-effective technology transfer. This paper outlines four technology-transfer strategies used by the Department of Energy's national laboratories: the passive strategy, the active strategy, the entrepreneurial strategy, and the national-competitiveness strategy. It compares these strategies in terms of organizational structure, performance measures, and staffing, and it discusses the implications of these comparisons of technology transfer. The findings contained in this paper are based on the author's interviews with technology-transfer staff and program directors at the national laboratories and on analysis of the institutional plans.