The skills base of technology transfer professionals

As the importance of technology transfer activities to the growth and survival of public and private organisations has become evident in recent years, researchers have been paying closer attention to the resources and capabilities such organisations will need in order to compete in markets. Yet it is still unclear what skills that individuals who are considering the various activities and contexts they are part of need. This paper investigates the skills that individual technology transfer professionals generally need and how the importance of each of these skills varies by context. It is based on a multiple-phase qualitative and quantitative study of technology transfer skills at the individual level. Results indicate the importance for technology transfer professionals to possess a range of five particular soft and business skills besides having two hard skills such as those related to intellectual property rights and domain-specific knowledge. Our results also highlight the heterogeneity in skills that technology transfer professional mainly draw on depending on the contexts of which they are part.

[1]  Mike Wright,et al.  Resources, capabilities, risk capital and the creation of university spin-out companies , 2005 .

[2]  David Large,et al.  Building Successful Technology Commercialization Teams: Pilot Empirical Support for the Theory of Cascading Commitment , 2000 .

[3]  Mike Wright,et al.  Entrepreneurial Origin, Technological Knowledge, and the Growth of Spin‐Off Companies , 2011 .

[4]  Mona V. Makhija,et al.  The Relationship Between Control and Partner Learning in Learning-Related Joint Ventures , 1997 .

[5]  Robert R. Reeder,et al.  Industrial Marketing: Analysis, Planning, and Control , 1987 .

[6]  Peter T. Gianiodis,et al.  Innovation speed: Transferring university technology to market , 2005 .

[7]  Nabil Amara,et al.  Determinants of knowledge transfer: evidence from Canadian university researchers in natural sciences and engineering , 2007 .

[8]  R. Lambert,et al.  Lambert Review of Business-University Collaboration: Final Report , 2003 .

[9]  Mike Wright,et al.  Critical junctures in the development of university high-tech spinout companies , 2004 .

[10]  Erwin Danneels The dynamics of product innovation and firm competences , 2002 .

[11]  J. Scott Armstrong,et al.  Estimating nonresponse bias in mail surveys. , 1977 .

[12]  Ammon Salter,et al.  The impact of entrepreneurial capacity, experience and organizational support on academic entrepreneurship , 2011 .

[13]  Georg von Krogh,et al.  Towards knowledge networking , 1999, J. Knowl. Manag..

[14]  Peter J. Lane,et al.  Strategizing Throughout the Organization: Managing Role Conflict in Strategic Renewal , 2000 .

[15]  Mike Wright,et al.  Intellectual property: the assessment , 2007 .

[16]  Mike Wright,et al.  Conceptualising the heterogeneity of research-based spin-offs: A multi-dimensional taxonomy , 2006 .

[17]  A. Link,et al.  Commercial knowledge transfers from universities to firms: improving the effectiveness of university–industry collaboration , 2003 .

[18]  Swee C. Goh,et al.  Managing effective knowledge transfer: an integrative framework and some practice implications , 2002, J. Knowl. Manag..

[19]  Michel Ferrary Strategic spin-off: a new incentive contract for managing R&D researchers , 2008 .

[20]  S. Parker,et al.  A new model of work role performance: Positive behavior in uncertain and interdependent contexts , 2007 .

[21]  Mark S. Granovetter Economic Action and Social Structure: The Problem of Embeddedness , 1985, American Journal of Sociology.

[22]  John W. Creswell,et al.  Research Design: Qualitative and Quantitative Approaches , 1997 .

[23]  Simon Mosey,et al.  Creating network bridges for university technology transfer: The medici fellowship programme , 2006, Technol. Anal. Strateg. Manag..

[24]  Michael E. Gorman,et al.  Types of Knowledge and Their Roles in Technology Transfer , 2002 .

[25]  Jeannette A. Colyvas From divergent meanings to common practices: The early institutionalization of technology transfer in the life sciences at Stanford University , 2007 .

[26]  Tomas Hellström,et al.  The Strength of Strong Ties: University Spin-offs and the Significance of Historical Relations , 2005 .

[27]  Matthew B. Miles,et al.  Qualitative Data Analysis: An Expanded Sourcebook , 1994 .

[28]  Luis Rabelo,et al.  Assessment Framework for the Evaluation and Prioritization of University Inventions for Licensing and Commercialization , 2006 .

[29]  Junfu Zhang,et al.  The performance of university spin-offs: an exploratory analysis using venture capital data , 2009 .

[30]  R. Katz,et al.  An Investigation into the Managerial Roles and Career Paths of Gatekeepers and Project Supervisors in a Major R&D Facility : R&D Management , 2011 .

[31]  Uma Kumar,et al.  State sponsored large scale technology transfer projects in a developing country context , 2007 .

[32]  D. Hofmann,et al.  The Structure and Function of Collective Constructs: Implications for Multilevel Research and Theory Development , 1999 .

[33]  John W. Creswell,et al.  Research Design: Qualitative, Quantitative, and Mixed Methods Approaches , 2010 .

[34]  Tibor Kremic,et al.  Technology Transfer: A Contextual Approach , 2003 .

[35]  David Bennett,et al.  University to business technology transfer—UK and USA comparisons , 2007 .

[36]  Janusz A. Ordover,et al.  A Patent System for Both Diffusion and Exclusion , 1991 .