TEchNOLOGy TRaNSFER MODEL - Javna agencija

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1 Technology Transfer Model Survey of university departments: TYPES OF INTERACTION % of respondents Survey of innovative firms: TYPES OF INTERACTION % of respondents Supervision/financing of Ph.D.s and Masters theses 38 % Employment of graduates 67% Lectures by firm members at universities 35 % Supervision/financing of Ph.D.s and Masters theses 42% Contract research 32 % Contract research 32% Joint research Employment of university researchers in the business sector 31 % 30 % Joint research International research networks 23% 30% Joint Publications Training of firm members Spin-off formations of new firms Temporary movement of university members to the business sector 28 % 27 % 14 % 9 % Employment of university researchers in the business sector License agreements 7% 7% n=99 n=421 Source: Surveys 1998/99. Percentage of respondents that mentioned to engage at least once in the corresponding type of interaction Figure 5: Types of interaction between universities and firms in Austria 1995-1998 (Source: Schartinger et al., 2001) Analysis of the survey reveals that the transfer of human resources in the form of university graduates seems to be the most favored type of interaction. On the part of the firms, employment of graduates is the most pervasive channel of knowledge transfer, whereas the joint supervision of PhDs and Masters theses seems to be the most pervasive one for universities. It is to be noted that the importance of educational aspects for knowledge and technology transfer is closely related to the main mission of universities, as their core-competencies are to conduct basic research and to educate scientists. However, technology transfer activities follow closely (see fig. 5), which include interactions like spin-off formations of new firms, joint research projects, contract research, licensing and acquisition of prototypes. A similar picture of the various forms of interaction shows a survey carried out by Eibel with members of the research staff at the Karl-Franzens-University Graz, Austria. The following figure represents the obtained results in regard to the relevance of the different types of interaction for this university and provides practical insight into its transfer activities. Types of interaction (according to elicitation with members of research staff, KFU) Median Joint accomplishment of research projects Publications Congresses and conferences Informal contacts Bachelor-, Masterthesis, Dissertations Consulting and furnish of opinions Personal transfer Contract research Testing of results concerning applicability and usability Joint use of equipment Proprietary use of results obtained in R&D Spin-offs Other 2,49 2,46 2,33 2,13 1,66 1,48 1,45 1,44 1,22 0,74 0,51 0,49 0,09 0 = not important, 1 = important, 2 = rather important, 3 = very important Figure 6: Types of interaction between Karl-Franzens-University Graz and industry, ranked acc. to their relevance (Source: Eibel, 2008) 1.4.2 Benefits for companies when collaborating with academic research institutions As already touched on in this chapter, companies can benefit from collaboration with academic research institutions in quite various ways. In order to get a more differentiated picture on how academia favorably contribute to the innovative capacities of firms, figure 7 summarizes results of a survey carried out by Schartinger et al. with innovative Austrian firms in regard to universities: 7
KNOWLEDGE FOR BUSINESS IN BORDER REGIONS Figure 7: General benefits from universities (Source: Schartinger et al., 2001) It can be obtained from figure 7 that the following seven main channels are the most important types of benefit from collaboration with universities for companies. In order of importance: the employment of educated and highly skilled personnel (university graduates), ideas for new products and processes, the provision of general and useful information, direct support in the development process, creation of new instruments and techniques, the provision of results of basic research and the usage of consulting services. This result corresponds with most other studies on this issue and confirms the widely acknowledged importance of universities and the significant role they play in boosting innovative capacities of firms. Please note that the valuation of benefits differ depending on firm size as well as on the existence of an in-house R&D department (see column 2 and 3 in fig. 7 for details). 1.5 Stakeholder analysis in the Technology Transfer Process When planning a scientific know-how transfer into a business practice (that is, a technology transfer process) between research institutions and companies, it is quite important to consider all the stakeholders that are directly or indirectly involved in the transfer project. This seems necessary as they can significantly influence the project’s progress and outcome. In terms of technology transfer processes, a stakeholder can be understood as an individual or organization that is actively involved in the project, that is funding it and that has a particular interest in the projects’ successful outcome. It should be kept in mind that each stakeholder may have a positive or negative influence on the project and its outcome, and will always be affected by the result. Awareness of the external and internal stakeholders as well as the creation of positive relationships by managing stakeholders’ interests, expectations, objectives, requirements, etc. is of high importance to ensure a project’s smooth progress, to gain stakeholder support and to avoid conflicts among different stakeholders or stakeholder groups. Thus, stakeholder management is required in order to run a transfer process successfully and to achieve its strategic objectives. In general, a stakeholder management strategy is based upon information that is usually gathered in three different steps, which are explained briefly as follows. 1 ST STEP – STAKEHOLDER IDENTIFICATION: Especially for communication purposes, it seems important to identify the individual stakeholders as well as the correct individuals within a stakeholder organization. Essentially, the main task of this step is to provide a comprehensive list of all stakeholders that will be involved in, have an influence on or be affected by the transfer process, or that will have a certain interest in the technology transfer’s outcome. In doing so, the use of idea generating techniques (such as brainstorming) can prove quite useful. 2 ND STEP – STAKEHOLDER ANALYSIS: After a successful identification of all relevant stakeholders of a certain transfer process, the stakeholder analysis needs to be carried out in a subsequent step which includes: 1) Defining the relationship type and acknowledging the stakeholders’ expectations, objectives, requirements, values, attitudes, etc. 2) Conversion of gained knowledge and available information into a stakeholder matrix (prioritizing and positioning of stakeholders according to their level of power and interest in the project). In practice, the first stage of the analysis is often illustrated graphically in the form of a stakeholder diagram (see fig. 8). 8
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TEchNOLOGy TRaNSFER MODEL - Javna agencija

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