Expenence from the 1980s has demonstrated that commonly used "automatic" and "dissemination/diffusion" models of technology transfer are inadequate to guide practice in the 1990s Technology transfer is an increasingly complex process, fraught with difficulties. Understanding technology transfer, and initiating actions to assist it to occur, is facilitated by conceptualising transfer as a communication process involving ongoing interaction and negotiation of meanings between researchers and clients Implications for practice of the adoption of a communica tion model of technology transfer are analysed, with particular attention being paid to the need for boundary spanning "go betweens", or "linkage champions", to manage the vital com munication aspects of technology transfer
T he study of management communication, and communication studies more broadly, developed in Australia during the past 30 years. Consequently, management communication does not come with earlier baggage (e.g., speech and presentations, as is often the case in North America) and has not been restrained by traditional boundaries, divisions, or territories. The result is an eclectic mix of management communication foci related to organizational change, partnering and collaboration, technology management and innovation, e-commerce, globalization and cross-cultural interaction, and management communication competence. A major limitation is the small number of researchers and teachers in the field and an increasing tendency for senior faculty to be recruited into the broader domain of management education and research. Although there is undoubted interest in management communication in Australia at the top levels of universities and business, there is a struggle between skills and broader education perspectives and an ever-present need for the whole field of communication to advocate its centrality to vocational programs.
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