Untitled

Caladcad

Journal of Open Innovation: Technology, Market, and Complexity

et al. 2019

The University technology transfer (UTT) process is hindered by various barriers to achieving a successful translation of innovative technologies from universities to industries and other partners. Identifying these various barriers and understanding their interrelationships would provide a better understanding of the complex nature of the UTT process, which may be considered as inputs to crucial decision-making initiatives. This paper addresses this gap by holistically determining UTT barriers and their intertwined relationships. Using the Delphi method and fuzzy cognitive mapping, a case study in a state university in the Philippines was conducted to carry out this objective. The Delphi process extracts 24 relevant barriers of UTT, out of 46 barriers obtained from a comprehensive review of the extant literature. The results show that misalignment between research and commercialization objectives is the barrier that was influenced most by the other barriers. In contrast, high costs of managing joint research projects in terms of time and money and institutional bureaucracy have the highest out-degree measures or are the barriers that influence other barriers the most. These findings provide guidelines to various stakeholders and decision-makers in understanding the existence of barriers in the formulation of strategies and initiatives for a successful UTT process.

Section: Barriers Of University Technology Transfer (Utt)mentioning

confidence: 99%

Open Innovation with Fuzzy Cognitive Mapping for Modeling the Barriers of University Technology Transfer: A Philippine Scenario

Caladcad

Journal of Open Innovation: Technology, Market, and Complexity

et al. 2019

Journal of Technology Management & Innovation

“…The determining factors can be seen as bridges designed to overcome obstacles or resistances that can block transfer (Greiner and Franza, 2003). Using the same metaphor, these bridges may be of greater or lesser length, since the determinants are usually present in varying intensities in the transfer path.…”

Section: Determinants Of the Transfer Processmentioning

confidence: 99%

“…Finally, included among the determining factors should be the level of risk (low, if possible) arising from the use of transferred technology (Greiner and Franza, 2003). This characteristic is directly linked to the degree of testing that has been carried out, and also depends on the potential widespread application that the technology in question offers in conjunction with other emerging technological innovations.…”

Section: Determinants Of the Transfer Processmentioning

confidence: 99%

“…In particular, the firm or unit adopting the technology requires the support of a technical staff from the transferring unit that is capable of understanding and adapting the technology under adoption. Other authors have focused on organizational variables, underlining, for example, the crucial role of strong leadership in guiding and carrying out the transfer process (Greiner and Franza, 2003;Carmeli et al, 2011), or the involvement of a centralized management structure (Antonelli, 1985). With specific reference to MNCs, Lee et al (2010) identify the fundamental role in the transfer process of top management supervision and guidance in integrating the separate business The investments required for adapting technology to the needs of individual units are usually fewer in the intrafirm than in the interfirm approach because the internal diffusion of new technology can be executed to the benefit of economies of scale and without radical changes to the process of production and the distribution of products.…”

Section: Determinants Of the Transfer Processmentioning

confidence: 99%

See 1 more Smart Citation

Determinants and Catalysts in Intrafirm Technology Transfer: Learning From Case Studies

Petronia

Verbano

Venturini

2015

The sharing of technological knowledge between firms or within the same firm is becoming essential to develop innovations. Although previous studies have investigated the determinants of technology transfer(TT), they have not pointed out the existence of catalysts, i.e. determinants that assume a more crucial role than others in making transfer effective, and which compensate for the weaknesses in other determinants. In this paper, from the analysis of transfer processes within three manufacturing multinationals, three catalysts have emerged: leadership by the top management, anticipated profitability from the adoption of the new technology, and the professionalism of centralized research and development staff.

“…It is envisaged that this understanding will support the development of a defensible business case as well as a technology commercialization and transfer approach for application to waste valorization technologies. Identification of potential implementation partners was also considered a priority since the early involvement of a commercial partner in technology development improves the likelihood of successful development and transfer [6,46,47].…”

Section: Introductionmentioning

confidence: 99%

Understanding the Opportunities, Barriers, and Enablers for the Commercialization and Transfer of Technologies for Mine Waste Valorization: A Case Study of Coal Processing Wastes in South Africa

Stander

Broadhurst

2021

Resources

The mining and minerals beneficiation industries produce large volumes of waste, the land disposal of which can lead to harmful environmental emissions and a loss of valuable resources. Globally, researchers are developing technologies for recovering valuable minerals and converting mine waste into a resource with market value. However, university-developed technological innovations to long-term environmental problems can be difficult to transfer to the mining industry. This paper focuses on the barriers and enablers to technology transfer in the South African mining industry using the valorization of coal processing waste as a case study. Data and information derived from interviews with relevant experts and published literature were used to gain a better understanding of the landscape of waste valorization technology implementation. Results indicated that financial considerations and demonstration of technical feasibility will be vital in determining the success of technology transfer, as will a changing perception of waste and its value within the sector. Original equipment manufacturers (OEMs) and boutique waste processors were identified as potential commercial partners for further development and commercial implementation of university-developed waste valorization technologies within the mining sector.