Night Vision Electro-Optics technology transfer: A decade of activity

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.     

Government supported industry-university research centers: Issues for successful technology transfer

In order to increase the use of federally supported research and development to increase U.S. industrial competitiveness, new partnerships are being developed among the research producers, users, and funders. This paper summarizes the evolution of federal technology transfer models with particular attention to university-industry cooperative research centers sponsored by the National Science Foundation. The advantages and potential problems associated with such centers are presented and the implications for technology and innovation are discussed.     

The challenge of operations research in the developing country

The application of operations research/management science in the developing country has met with uneven success. Social, cultural, and political factors have constrained direct application of OR technology from industrialized countries to developing countries. Review of OR experience in the United States, especially pitfalls and successes of OR application, does provide significant information which can benefit the application of operations research in the developing country. Successful application of operations research is apt to be highly beneficial if operations researchers in the developing country can effectively deal with the challenges of cultural constraints, an uncertain decision environment, human resource management, and a bounded rationality unique to each developing country.     

A planned approach for transferring research knowledge

Several sources are quoted that substantiate the concept that for technology to be effectively used it is necessary to disseminate the technology using a variety of means. The paper then goes on to describe in detail the Forest Service approach to technology dissemination. Some data is shown that substantiates the effectiveness of the Forest Service planned approach to the transferring of research knowledge.     

Patents impediment or expedient to technology transfer

This paper examines the role that patents play in transferring technology. The history of our patent system and the requirements for patentability are reviewed. The option of keeping an invention as a trade secret rather than applying for a patent is presented. The paper also discusses the rationale behind the government’s change in its policy which permits exclusive licensing of public-owned patents. The author concludes that patents are not a barrier but a significant help in promoting technology transfer.     

Project management and job satisfaction in the public sector

The article addresses the question of the impact of project management on employee job satisfaction. After noting that the literature generally does not provide much information on the subject, the results of a study conducted in Garland Texas are presented. The Garland data, based on an analysis of twenty-two matched-pairs of employees (a group who had served on project teams were matched with a similarly-situated group who had not), indicated that project management does change employee opinions about management practices. Indeed, in terms of decision-making processes, goal-setting, interaction and upward communication processes, there were significant differences between the two groups. The study concludes that part of this effect may be similar to a “Hawthorne Effect”.