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Inward Technology Transfer as an Interactive Process

Inward Technology Transfer as an Interactive Process. Rui Martinho Ana Fernandes. Technology Transfer. Technology transfer Inward Process Outward Process Context Traditional TOT mechanisms Had many limitations and deficiencies Influenced by the Linear Model of Innovation

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Inward Technology Transfer as an Interactive Process

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  1. Inward Technology Transfer as an Interactive Process Rui Martinho Ana Fernandes

  2. Technology Transfer • Technology transfer • Inward Process • Outward Process • Context • Traditional TOT mechanisms • Had many limitations and deficiencies • Influenced by the Linear Model of Innovation • The process interactive nature was not perceived

  3. TOT Model Defined by Seaton & Cordey-Hayes • A new global (inward & outward) model was defined to address these issues based in three concepts • Accessibility • Mobility • Receptivity

  4. Inward Technology Transfer • A conceptual model was developed by P. Trott, based in ICI case study results • Defined as a four stages framework (4A model) • Awareness • Association • Assimilation • Application

  5. 4A Model • Awareness • Search and scan for information which is new to the organisation • Interacting with other people resulting in informal knowledge trading – networking • Association • Recognize the potential benefit of information • Associate it with internal organization needs and capabilities

  6. 4A Model • Assimilation • Communicate information • Integrate the new technology with the existing knowledge base of the organization • Interactions and relationships between individuals • Application • Use of the business opportunity for competitive advantage

  7. Towards a Process model... • Passing from a conceptual to a process stage • Identify the organisation internal factors that affect its ability to engage in a TOT • Characterize the necessary organizational management and environment to achieve a successful inward TOT

  8. Internal Factors External business operating climate Leadership of business manager Happy Teams Enthusiasm and excitement This Spirit dives Continuous scanning of external information • Informal and formal discussions • Mutual respect and credibility • Awareness of the needs of the business Accumulation and retention of additional knowledge by the organization New associations and linkages for the business Rejection of ideas but knowledge is retained for later uses

  9. Organizational Management and Organizational Environment • Routines are necessary for the efficient manufacture, marketing and distribution of products • Non-routine activities are essential to develop new linkages and associations leading to new business opportunities • These two needs result in a tension which requires effective management

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