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The document discusses different types of technology transfer including scientific knowledge transfer, direct technology transfer, and spin-off technology transfer. It describes technology transfer as the process of disseminating technology through communication between parties. Technology can be transferred through both formal and informal processes, with formal technology transfer involving legally binding agreements between entities. Internal technology transfer refers to transfer within an organization, while external transfer involves transferring technology between separate entities. Successful transfers depend on factors like the technology type, complexity, relationships and organizational cultures of the parties involved.
The document discusses different types of technology transfer including scientific knowledge transfer, direct technology transfer, and spin-off technology transfer. It describes technology transfer as the process of disseminating technology through communication between parties. Technology can be transferred through both formal and informal processes, with formal technology transfer involving legally binding agreements between entities. Internal technology transfer refers to transfer within an organization, while external transfer involves transferring technology between separate entities. Successful transfers depend on factors like the technology type, complexity, relationships and organizational cultures of the parties involved.
The document discusses different types of technology transfer including scientific knowledge transfer, direct technology transfer, and spin-off technology transfer. It describes technology transfer as the process of disseminating technology through communication between parties. Technology can be transferred through both formal and informal processes, with formal technology transfer involving legally binding agreements between entities. Internal technology transfer refers to transfer within an organization, while external transfer involves transferring technology between separate entities. Successful transfers depend on factors like the technology type, complexity, relationships and organizational cultures of the parties involved.
communication of relevant knowledge by the transferor to the Recipient. It is in the form of technology transfer transaction which may or may not be a legally binding contract. Scientific Knowledge Transfer Direct Technology Transfer Spin-off Technology Transfer Scientific Knowledge Transfer is traditionally associated with transmission of knowledge gained through basic research & development activities. Knowledge transfer usually takes place through information exchange and presentation of technical papers at scientific meetings and symposia. Direct technology transfer usually occurs through formal arrangement between any of the following: 1. Enterprise elements ie., internal transfer, sharing and dissemination within the same organisation 2. Enterprise to Enterprise 3. Government to Enterprise 4. Government to Government Spin-off Technology Transfer occurs when technology developed by one enterprise in one technical area, and usually for one purpose, is applied and used for a different technical area, for different purpose or for market application other than those foreseen at the time when R&D was initiated. Technology may be transferred through formal and informal processes. Informal technology Transfer involves the following informal methods/processes: 1. Exchange of technical information through published matter either in print media or electronic media, scientific meetings, scientific symposia, individual exchanges between scientists/researchers 2. Process of training scientists in academic research institutions 3. Acquisition of critical technical personnel Formal Technology Transfer involves outright procurement of technology through its sale, licensing or acquisition of the enterprises in which technology is embedded. Formal agreements are signed between interested parties which could be Governments, enterprises, individuals, research entities etc. Internal technology transfer refers to such technology transfer where control on the ownership and usage of technology resides with the transferor.
Internal technology transfer involves movement of technology from R & D department to manufacturing units and then to marketing of products/services in the target markets.
It is a complex process involving the following decisions : 1. Timing : This decision is a function of pre-emption of competition ie., guided by the objective of preventing the competitor from gaining any technological advantage. 2. Location : This decision is influenced by technological and marketing skills and capabilities of the organisation, technological relationship and dependence of suppliers and customers. 3. MULTIFUNCTIONAL TEAMS : This decision is influenced by complexity and importance of project, and availability of experts of requisite expertise. 4. Communication methods and Procedures : This decision is largely influenced by organisational systems and complexity and importance of projects. R & D goals are not known to prdn department There are difficulties in stopping current production to test new products/processes. R & D department does not understand the needs and capability of prdn department Prdn department is resistant to innovation and is bound by routine.
Top management support and participation in the transfer process Providing supportive organisational culture. Use of multifunctional teams in the transfer process. Effective communication in the organisation. Bringing R & D closer to production Rotation of few persons between R & D and production. Linking and participation of marketing elements in the transfer process. Control on the ownership and usage of technology usually does not remain with the transferor and it passes on to the recipient, as in joint venture with local control, licensing agreement etc.
Successful external technology transfer depends upon the following factors:
Type of the technology being transferred Complexity of the technology being transferred Transfer mechanism selected Relationships between the parties-building of mutual trust Core competencies of the parties and compatibility thereof Organisational culture of the parties and mutual understanding thereof Some of the commonly used external technology transfer mechanisms are as :
Cooperative and collaborative ventures Licensing agreements Contracting agreements Enterprises acquisition Associated costs usually high prices are required to be paid in the form of royalties, technical and knowhow fees etc over medium to long term period. Appropriateness of technology ie., suitability to core competencies and market needs is always a point of discussion and investigation. Heavy reliance on foreign technology may make the transferee/recipient technologically dependent on external technology providers/transferors even for small issues. Lack of mutual trust between two parties may hinder full and timely transfer. There is risk of loss of control over technology and the transferee/recipient may use technology in an arbitrary manner. Transfer may render existing technology, and its related products/services/processes, obsolete. Transferee may turn a potential competitor in future. Mismatch in core competencies of the transferor and transferee may create difficulties in transfer. Different organisation cultures may create difficulties in transfer. Lack of effective communication between the parties may also create difficulties in transfer.
Proper and well defined technology transfer agreement should be signed. There should be proper assessment/evaluation of appropriateness of technology. There should be proper assessment/evaluation of compatibility of core competencies of the parties. It helps to build pre-agreement relationships so as to develop mutual trust and understand the culture of opposite parties. Seeking cross-cultural training may be helpful. It helps to ensure effective communication. Problems need to be anticipative in advance and adequate measures adopted to facilitate transfer. Lump-sum payment or periodical instruments. Royalties as a percentage of sales over the next few years. Cross-licensing agreements. Contracted supply of output. Issue of equity shares in lieu of technology transferred. Technology already developed saves time and effort Growth objectives or competitive goals, cannot be reached through internal development Lack of risk taking ability for innovations. Lack of internal resources for innovation Firm doesnot have core competencies to deal with complex technological developments Need to keep up with competitors Need to cope with acceleration of technological change As a part of firms strategy let other firms take big risks and can purchase technology developed by them