TEchNOLOGy TRaNSFER MODEL - Javna agencija

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1 Technology Transfer Model Challenges ASYMMETRIC INFORMATION Examples of activities for intermediaries • Description of offers from universities and R&D institutes • Consultancy of firms concerning the offers of the science • Technology monitoring HIGH SEARCH COSTS FOR COOPERATION PARTNERS • Intermediation of technology demands • Research and advice • Offering contact details HIGH COSTS CONCERNING THE PROCESSING OF THE TRANSFER • Consult and support during the transfer projects • Consulting concerning supporting measures HIGH INSECURITY AND EXTERNALITY • Trust building • Patent management LOW TRANSFER CAPABILITY • Offering qualification • Development of incentives for cooperation projects • Consulting regarding important topics like innovation management Figure 11: Macroeconomic challenges and possibilities of intervention for intermediaries (Source: Czarnitzki et al., 2001) The extent of participating actively in transfer processes and of engaging in the various fields of activity is strongly dependent on the individual competences and resources of an intermediary. Competence can be understood as professional and organizational know-how which can mainly be gained through vocational training, practical experience in knowledge and technology transfer as well as through contacts to transfer stakeholders (e.g. scientists, companies). Resources not only comprise personal and capital resources (e.g. space, budget, infrastructure) but also implicate the organizational position of an intermediary, particularly his/her organizational relation to the transfer partners. 1.6.2 Technology Transfer Facilitators: Definition and field of activity Technology Transfer Facilitators (TTFs) are actors in the technology transfer system whose intention is to enhance the exchange of knowledge and technology between science and industry (S2B) and possibly between businesses themselves (B2B). In general, they have the same role and field of activity as conventional intermediaries (compare chapter 1.6.1) but may have a stronger connection to the industry due to the fact that some of them are a direct part of a company. Thus, they will especially foster collaboration projects from the perspective of one certain company and will no longer be an independent part of the technology transfer system – a fact that does not change anything regarding the competences and resources needed. Due to the very importance of (external) knowledge and technologies for creating innovations and enlarging competitive advantage, the role of TTFs within knowledge and technology transfers is clearly to support and boost transfer activities from science to industry and vice versa, independent of their specific position in the transfer system. Please note that all general conditions which are valid for intermediaries in theory and practice are – with some minor differences – valid for TTFs as well. Thus, both terms can be used simultaneously. 1.7 Barriers, obstacles and resistances as well as supporting factors in knowledge and technology transfer processes between science and industry As already presented in chapter 1.3, a technology transfer starts with the creation and codification of research results and/or technologies and proceeds with the transmission as well as the adoption of the transferred content on the part of the receiver. In other words, transfer activities have to pass through several transfer phases which are defined as PROLOGUE, INITIATION, TRANSFER, ABSORPTION, INTEGRATION and EPILOGUE within the framework of this module (compare chapter 1.3). Considering this simplified depiction of a transfer process (see also fig. 12), it becomes apparent that several barriers, obstacles and resistances may arise during a knowledge and technology transfer from research institutions to companies. Hence, it is an essential task of technology transfer facilitators to identify transfer-inhibiting factors and to set appropriate measures in order to improve and intensify transfer activities in companies, especially in SMEs. 11
KNOWLEDGE FOR BUSINESS IN BORDER REGIONS • Lack of trust • Poor social relationship between partners • Insufficient market transparency of knowledge and technology providers • Insufficient information about potential partners and their supply and demand • Lack of interest in transfer activities • Passive behavior when establishing contacts • Wrong mutual perceptions • Uncertainty and concerns regarding transfer activities • Insufficient motivation of both partners during transfer processes • Deficient project management during transfer processes • Insufficient absorptive capacity • Insufficient commitment and support of entrepreneur, management and executive board • Difficulties with articulation of corporate (technological) needs and problems • Limited competence to identify suitable partners and interesting technologies • Difficulties with establishing contact • Lack of financial, infrastructural and personnel resources, lack of time • Inadequate qualification of staff Figure 12: Basic knowledge and technology transfer model, indicating inhibiting factors (According to: Lockett, 2006) In order to gain an overview of which barriers, obstacles and resistances may possibly appear in transfer processes and in which phases of transfer they typically occur, some examples of inhibiting factors are presented briefly as follows. LACK OF TRUST & POOR SOCIAL RELATIONSHIP BETWEEN PARTNERS: Particularly in the first two phases of transfer (that is, INITIATION and TRANSFER) lack of trust and poor relationship between transfer partners pose significant barriers for a successful knowledge and technology transfer. Under such a condition important information may possibly be retained, and doubt created whether certain information from the partner is correct or not. Fear that the partner does not want to share knowledge the same open way as well as doubt that the transferred knowledge might not represent the actual state of knowledge or even be incorrect testifies to a relation of mistrust and can lead to a rejection of the transmitted content and advice from the sender by the receiver. In addition, lack of trust on the part of the sender can result in impaired motivation to actively support the recipient’s absorption of knowledge. Under such conditions, especially the transfer of tacit knowledge requires much more effort from both transfer partners. INSUFFICIENT MARKET TRANSPARENCY OF KNOWLEDGE AND TECHNOLOGY PROVIDERS & INSUFFICIENT INFORMATION ABOUT PO- TENTIAL PARTNERS AND THEIR SUPPLY AND DEMAND: Insufficient or lacking advertising effort of research institutions within the first phase of transfer often leads to the hindrance that their innovative offer is not visible for companies in the market. In practice, required information about the R&D activities of research institutions is often not available or is difficult for companies to access, especially for SMEs. In addition, companies often face difficulties in finding contact persons and in knowing whom to approach with a request. A significant barrier to knowledge and technology transfer also arises from the fact that companies often do not know about the potential collaboration means with research institutions. Similarly, the latter often hold only insufficient information about specific needs of companies and thus are not always aware of the companies’ specific technological demand. LACK OF INTEREST IN TRANSFER ACTIVITIES & PASSIVE BEHAVIOR WHEN ESTABLISHING CONTACTS: Lack of interest and passive behavior when establishing contacts are transfer-inhibiting factors which may already impede transfer activities previous to the INITIATION phase. Especially SMEs are often of the opinion that there is no need for innovation in their business and they therefore behave passively and do not ask for research projects and results of research institutions. In many cases, transfer activities fail because companies expect to be approached actively by scientists. In addition, companies often show a lack of interest in scientific projects and 12
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TEchNOLOGy TRaNSFER MODEL - Javna agencija

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