Effective Technology Transfer Offices: A Business Model Framework
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schriftenreihe: | SpringerBriefs in Business Ser
|
| Schlagworte: | |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (96 pages) |
| ISBN: | 9783030419462 |
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| 505 | 8 | |a Intro -- Preface -- Reference -- Acknowledgements -- Contents -- About the Authors -- Chapter 1: Technology Transfer Offices: Roles, Activities, and Responsibilities -- 1.1 Introduction -- 1.2 Roles and Activities of TTOs -- 1.2.1 A Typology of TTO Roles and Associated Activities -- 1.3 Responsibilities of TTOs -- 1.3.1 TTO Responsibilities to Multiple Stakeholders -- 1.4 Developing Expertise -- 1.4.1 Levels of Staffing -- 1.4.2 Technology Transfer Skills -- 1.4.3 Personnel Profile -- 1.4.4 Functions of TTO Staff -- 1.5 Implications for TTOs and University -- References -- Chapter 2: University Research Commercialisation: Contextual Factors -- 2.1 Introduction -- 2.2 Commercialisation Culture and Ethos: Macro and Institutional Factors -- 2.3 Motivations and Barriers to Commercialisation Experienced by Researchers -- 2.3.1 Institutional Barriers to Technology Transfer -- 2.3.2 Operational Barriers to Research Commercialisation: Constraints and Activities -- 2.3.3 Cultural Barriers: Mutual Incomprehension -- 2.4 Measuring Performance -- 2.4.1 The Difficulty of Measurement -- 2.4.2 Metrics and Indicators: Some Challenges -- 2.5 Business Model Framework for Technology Transfer Offices -- 2.6 Some Implications for Universities and TTOs -- References -- Chapter 3: Business Model Framework: Strategic Considerations -- 3.1 Introduction -- 3.2 Strategic Plan -- 3.2.1 Developing Strategic Plans -- 3.2.2 Developing Mission Statements -- 3.3 Technology Transfer Activities -- 3.3.1 Identifying Technology Platforms -- 3.3.2 Developing and Sustaining an Active Network -- 3.3.3 Focus on Core Activities and Developing Core Competencies -- 3.3.4 Boundary Spanning: Communicating to Stakeholders and Managing Expectations -- 3.4 Organisational Structure -- 3.4.1 Executive Committees -- 3.4.2 Co-location of Offices -- 3.4.3 Degree of Autonomy | |
| 505 | 8 | |a 3.4.4 Structure by Specialism -- 3.4.5 Structural Options to Overcome Resource Constraints -- 3.4.6 Regional Co-operation: Leveraging Resources and Expertise -- 3.4.7 A Co-operative Model for TTOs: Shared Services -- 3.5 Expertise and Resources -- 3.5.1 Strong Leadership -- 3.5.2 Skilled and Flexible Personnel -- 3.5.3 Integration of the Strategy of the TTO and Its HR Strategy -- 3.5.4 Resources -- 3.6 Conclusions -- References -- Chapter 4: Business Model Framework: Operational Considerations -- 4.1 Introduction -- 4.2 Policies and Procedures -- 4.2.1 User-Friendly Policy and Procedures -- 4.2.2 Disclosure Process -- 4.2.3 Negotiating Agreements -- 4.2.4 Conflicts of Interest -- 4.2.5 Sponsored Research -- 4.2.6 Intellectual Property Rights -- 4.2.7 Clear Codified Intellectual Property Rights -- 4.2.8 Harmonisation of Intellectual Property Rights -- 4.2.9 Distribution of Intellectual Property Benefits -- 4.2.10 Perceived Publishing Constraints -- 4.2.11 Flexibility in Terms of Various Intellectual Property Policies -- 4.3 Technology Transfer Mechanisms -- 4.3.1 Spin-Offs and Start-Ups -- 4.3.2 The Risks of Spin-Outs -- 4.3.3 Licencing -- 4.3.4 Portfolio Approach: Pursuing Many Deals -- 4.4 Evaluation and Outcomes -- 4.4.1 Holistic Approach -- 4.4.2 Continuous Review of Best Practice -- 4.4.3 Annual Review/Report -- 4.5 Culture and Ethos for Commercialisation -- 4.5.1 Consensus and Mutual Understanding -- 4.5.2 Formal Recognition -- 4.6 Researcher Motivation -- 4.6.1 Personal Motivation -- 4.6.2 Executive Management -- 4.6.3 Commercialisation Knowledge and Skills -- 4.6.4 Orientation Programmes -- 4.6.5 Reward Mechanisms -- 4.6.6 Sabbaticals for Researchers in Industry -- 4.6.7 Develop Full-Time Research Career Opportunities -- 4.7 Conclusions: Lessons for University Leaders and Managers -- References | |
| 650 | 4 | |a Technology transfer | |
| 700 | 1 | |a Harney, Brian |e Sonstige |4 oth | |
| 700 | 1 | |a Fitzgerald, Ciara |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Cunningham, James A. |t Effective Technology Transfer Offices |d Cham : Springer International Publishing AG,c2020 |z 9783030419448 |
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Datensatz im Suchindex
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| contents | Intro -- Preface -- Reference -- Acknowledgements -- Contents -- About the Authors -- Chapter 1: Technology Transfer Offices: Roles, Activities, and Responsibilities -- 1.1 Introduction -- 1.2 Roles and Activities of TTOs -- 1.2.1 A Typology of TTO Roles and Associated Activities -- 1.3 Responsibilities of TTOs -- 1.3.1 TTO Responsibilities to Multiple Stakeholders -- 1.4 Developing Expertise -- 1.4.1 Levels of Staffing -- 1.4.2 Technology Transfer Skills -- 1.4.3 Personnel Profile -- 1.4.4 Functions of TTO Staff -- 1.5 Implications for TTOs and University -- References -- Chapter 2: University Research Commercialisation: Contextual Factors -- 2.1 Introduction -- 2.2 Commercialisation Culture and Ethos: Macro and Institutional Factors -- 2.3 Motivations and Barriers to Commercialisation Experienced by Researchers -- 2.3.1 Institutional Barriers to Technology Transfer -- 2.3.2 Operational Barriers to Research Commercialisation: Constraints and Activities -- 2.3.3 Cultural Barriers: Mutual Incomprehension -- 2.4 Measuring Performance -- 2.4.1 The Difficulty of Measurement -- 2.4.2 Metrics and Indicators: Some Challenges -- 2.5 Business Model Framework for Technology Transfer Offices -- 2.6 Some Implications for Universities and TTOs -- References -- Chapter 3: Business Model Framework: Strategic Considerations -- 3.1 Introduction -- 3.2 Strategic Plan -- 3.2.1 Developing Strategic Plans -- 3.2.2 Developing Mission Statements -- 3.3 Technology Transfer Activities -- 3.3.1 Identifying Technology Platforms -- 3.3.2 Developing and Sustaining an Active Network -- 3.3.3 Focus on Core Activities and Developing Core Competencies -- 3.3.4 Boundary Spanning: Communicating to Stakeholders and Managing Expectations -- 3.4 Organisational Structure -- 3.4.1 Executive Committees -- 3.4.2 Co-location of Offices -- 3.4.3 Degree of Autonomy 3.4.4 Structure by Specialism -- 3.4.5 Structural Options to Overcome Resource Constraints -- 3.4.6 Regional Co-operation: Leveraging Resources and Expertise -- 3.4.7 A Co-operative Model for TTOs: Shared Services -- 3.5 Expertise and Resources -- 3.5.1 Strong Leadership -- 3.5.2 Skilled and Flexible Personnel -- 3.5.3 Integration of the Strategy of the TTO and Its HR Strategy -- 3.5.4 Resources -- 3.6 Conclusions -- References -- Chapter 4: Business Model Framework: Operational Considerations -- 4.1 Introduction -- 4.2 Policies and Procedures -- 4.2.1 User-Friendly Policy and Procedures -- 4.2.2 Disclosure Process -- 4.2.3 Negotiating Agreements -- 4.2.4 Conflicts of Interest -- 4.2.5 Sponsored Research -- 4.2.6 Intellectual Property Rights -- 4.2.7 Clear Codified Intellectual Property Rights -- 4.2.8 Harmonisation of Intellectual Property Rights -- 4.2.9 Distribution of Intellectual Property Benefits -- 4.2.10 Perceived Publishing Constraints -- 4.2.11 Flexibility in Terms of Various Intellectual Property Policies -- 4.3 Technology Transfer Mechanisms -- 4.3.1 Spin-Offs and Start-Ups -- 4.3.2 The Risks of Spin-Outs -- 4.3.3 Licencing -- 4.3.4 Portfolio Approach: Pursuing Many Deals -- 4.4 Evaluation and Outcomes -- 4.4.1 Holistic Approach -- 4.4.2 Continuous Review of Best Practice -- 4.4.3 Annual Review/Report -- 4.5 Culture and Ethos for Commercialisation -- 4.5.1 Consensus and Mutual Understanding -- 4.5.2 Formal Recognition -- 4.6 Researcher Motivation -- 4.6.1 Personal Motivation -- 4.6.2 Executive Management -- 4.6.3 Commercialisation Knowledge and Skills -- 4.6.4 Orientation Programmes -- 4.6.5 Reward Mechanisms -- 4.6.6 Sabbaticals for Researchers in Industry -- 4.6.7 Develop Full-Time Research Career Opportunities -- 4.7 Conclusions: Lessons for University Leaders and Managers -- References |
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| discipline | Wirtschaftswissenschaften |
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| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:37Z |
| indexdate | 2024-07-10T09:32:26Z |
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| isbn | 9783030419462 |
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| spelling | Cunningham, James A. Verfasser aut Effective Technology Transfer Offices A Business Model Framework Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (96 pages) txt rdacontent c rdamedia cr rdacarrier SpringerBriefs in Business Ser Description based on publisher supplied metadata and other sources Intro -- Preface -- Reference -- Acknowledgements -- Contents -- About the Authors -- Chapter 1: Technology Transfer Offices: Roles, Activities, and Responsibilities -- 1.1 Introduction -- 1.2 Roles and Activities of TTOs -- 1.2.1 A Typology of TTO Roles and Associated Activities -- 1.3 Responsibilities of TTOs -- 1.3.1 TTO Responsibilities to Multiple Stakeholders -- 1.4 Developing Expertise -- 1.4.1 Levels of Staffing -- 1.4.2 Technology Transfer Skills -- 1.4.3 Personnel Profile -- 1.4.4 Functions of TTO Staff -- 1.5 Implications for TTOs and University -- References -- Chapter 2: University Research Commercialisation: Contextual Factors -- 2.1 Introduction -- 2.2 Commercialisation Culture and Ethos: Macro and Institutional Factors -- 2.3 Motivations and Barriers to Commercialisation Experienced by Researchers -- 2.3.1 Institutional Barriers to Technology Transfer -- 2.3.2 Operational Barriers to Research Commercialisation: Constraints and Activities -- 2.3.3 Cultural Barriers: Mutual Incomprehension -- 2.4 Measuring Performance -- 2.4.1 The Difficulty of Measurement -- 2.4.2 Metrics and Indicators: Some Challenges -- 2.5 Business Model Framework for Technology Transfer Offices -- 2.6 Some Implications for Universities and TTOs -- References -- Chapter 3: Business Model Framework: Strategic Considerations -- 3.1 Introduction -- 3.2 Strategic Plan -- 3.2.1 Developing Strategic Plans -- 3.2.2 Developing Mission Statements -- 3.3 Technology Transfer Activities -- 3.3.1 Identifying Technology Platforms -- 3.3.2 Developing and Sustaining an Active Network -- 3.3.3 Focus on Core Activities and Developing Core Competencies -- 3.3.4 Boundary Spanning: Communicating to Stakeholders and Managing Expectations -- 3.4 Organisational Structure -- 3.4.1 Executive Committees -- 3.4.2 Co-location of Offices -- 3.4.3 Degree of Autonomy 3.4.4 Structure by Specialism -- 3.4.5 Structural Options to Overcome Resource Constraints -- 3.4.6 Regional Co-operation: Leveraging Resources and Expertise -- 3.4.7 A Co-operative Model for TTOs: Shared Services -- 3.5 Expertise and Resources -- 3.5.1 Strong Leadership -- 3.5.2 Skilled and Flexible Personnel -- 3.5.3 Integration of the Strategy of the TTO and Its HR Strategy -- 3.5.4 Resources -- 3.6 Conclusions -- References -- Chapter 4: Business Model Framework: Operational Considerations -- 4.1 Introduction -- 4.2 Policies and Procedures -- 4.2.1 User-Friendly Policy and Procedures -- 4.2.2 Disclosure Process -- 4.2.3 Negotiating Agreements -- 4.2.4 Conflicts of Interest -- 4.2.5 Sponsored Research -- 4.2.6 Intellectual Property Rights -- 4.2.7 Clear Codified Intellectual Property Rights -- 4.2.8 Harmonisation of Intellectual Property Rights -- 4.2.9 Distribution of Intellectual Property Benefits -- 4.2.10 Perceived Publishing Constraints -- 4.2.11 Flexibility in Terms of Various Intellectual Property Policies -- 4.3 Technology Transfer Mechanisms -- 4.3.1 Spin-Offs and Start-Ups -- 4.3.2 The Risks of Spin-Outs -- 4.3.3 Licencing -- 4.3.4 Portfolio Approach: Pursuing Many Deals -- 4.4 Evaluation and Outcomes -- 4.4.1 Holistic Approach -- 4.4.2 Continuous Review of Best Practice -- 4.4.3 Annual Review/Report -- 4.5 Culture and Ethos for Commercialisation -- 4.5.1 Consensus and Mutual Understanding -- 4.5.2 Formal Recognition -- 4.6 Researcher Motivation -- 4.6.1 Personal Motivation -- 4.6.2 Executive Management -- 4.6.3 Commercialisation Knowledge and Skills -- 4.6.4 Orientation Programmes -- 4.6.5 Reward Mechanisms -- 4.6.6 Sabbaticals for Researchers in Industry -- 4.6.7 Develop Full-Time Research Career Opportunities -- 4.7 Conclusions: Lessons for University Leaders and Managers -- References Technology transfer Harney, Brian Sonstige oth Fitzgerald, Ciara Sonstige oth Erscheint auch als Druck-Ausgabe Cunningham, James A. Effective Technology Transfer Offices Cham : Springer International Publishing AG,c2020 9783030419448 |
| spellingShingle | Cunningham, James A. Effective Technology Transfer Offices A Business Model Framework Intro -- Preface -- Reference -- Acknowledgements -- Contents -- About the Authors -- Chapter 1: Technology Transfer Offices: Roles, Activities, and Responsibilities -- 1.1 Introduction -- 1.2 Roles and Activities of TTOs -- 1.2.1 A Typology of TTO Roles and Associated Activities -- 1.3 Responsibilities of TTOs -- 1.3.1 TTO Responsibilities to Multiple Stakeholders -- 1.4 Developing Expertise -- 1.4.1 Levels of Staffing -- 1.4.2 Technology Transfer Skills -- 1.4.3 Personnel Profile -- 1.4.4 Functions of TTO Staff -- 1.5 Implications for TTOs and University -- References -- Chapter 2: University Research Commercialisation: Contextual Factors -- 2.1 Introduction -- 2.2 Commercialisation Culture and Ethos: Macro and Institutional Factors -- 2.3 Motivations and Barriers to Commercialisation Experienced by Researchers -- 2.3.1 Institutional Barriers to Technology Transfer -- 2.3.2 Operational Barriers to Research Commercialisation: Constraints and Activities -- 2.3.3 Cultural Barriers: Mutual Incomprehension -- 2.4 Measuring Performance -- 2.4.1 The Difficulty of Measurement -- 2.4.2 Metrics and Indicators: Some Challenges -- 2.5 Business Model Framework for Technology Transfer Offices -- 2.6 Some Implications for Universities and TTOs -- References -- Chapter 3: Business Model Framework: Strategic Considerations -- 3.1 Introduction -- 3.2 Strategic Plan -- 3.2.1 Developing Strategic Plans -- 3.2.2 Developing Mission Statements -- 3.3 Technology Transfer Activities -- 3.3.1 Identifying Technology Platforms -- 3.3.2 Developing and Sustaining an Active Network -- 3.3.3 Focus on Core Activities and Developing Core Competencies -- 3.3.4 Boundary Spanning: Communicating to Stakeholders and Managing Expectations -- 3.4 Organisational Structure -- 3.4.1 Executive Committees -- 3.4.2 Co-location of Offices -- 3.4.3 Degree of Autonomy 3.4.4 Structure by Specialism -- 3.4.5 Structural Options to Overcome Resource Constraints -- 3.4.6 Regional Co-operation: Leveraging Resources and Expertise -- 3.4.7 A Co-operative Model for TTOs: Shared Services -- 3.5 Expertise and Resources -- 3.5.1 Strong Leadership -- 3.5.2 Skilled and Flexible Personnel -- 3.5.3 Integration of the Strategy of the TTO and Its HR Strategy -- 3.5.4 Resources -- 3.6 Conclusions -- References -- Chapter 4: Business Model Framework: Operational Considerations -- 4.1 Introduction -- 4.2 Policies and Procedures -- 4.2.1 User-Friendly Policy and Procedures -- 4.2.2 Disclosure Process -- 4.2.3 Negotiating Agreements -- 4.2.4 Conflicts of Interest -- 4.2.5 Sponsored Research -- 4.2.6 Intellectual Property Rights -- 4.2.7 Clear Codified Intellectual Property Rights -- 4.2.8 Harmonisation of Intellectual Property Rights -- 4.2.9 Distribution of Intellectual Property Benefits -- 4.2.10 Perceived Publishing Constraints -- 4.2.11 Flexibility in Terms of Various Intellectual Property Policies -- 4.3 Technology Transfer Mechanisms -- 4.3.1 Spin-Offs and Start-Ups -- 4.3.2 The Risks of Spin-Outs -- 4.3.3 Licencing -- 4.3.4 Portfolio Approach: Pursuing Many Deals -- 4.4 Evaluation and Outcomes -- 4.4.1 Holistic Approach -- 4.4.2 Continuous Review of Best Practice -- 4.4.3 Annual Review/Report -- 4.5 Culture and Ethos for Commercialisation -- 4.5.1 Consensus and Mutual Understanding -- 4.5.2 Formal Recognition -- 4.6 Researcher Motivation -- 4.6.1 Personal Motivation -- 4.6.2 Executive Management -- 4.6.3 Commercialisation Knowledge and Skills -- 4.6.4 Orientation Programmes -- 4.6.5 Reward Mechanisms -- 4.6.6 Sabbaticals for Researchers in Industry -- 4.6.7 Develop Full-Time Research Career Opportunities -- 4.7 Conclusions: Lessons for University Leaders and Managers -- References Technology transfer |
| title | Effective Technology Transfer Offices A Business Model Framework |
| title_auth | Effective Technology Transfer Offices A Business Model Framework |
| title_exact_search | Effective Technology Transfer Offices A Business Model Framework |
| title_exact_search_txtP | Effective Technology Transfer Offices A Business Model Framework |
| title_full | Effective Technology Transfer Offices A Business Model Framework |
| title_fullStr | Effective Technology Transfer Offices A Business Model Framework |
| title_full_unstemmed | Effective Technology Transfer Offices A Business Model Framework |
| title_short | Effective Technology Transfer Offices |
| title_sort | effective technology transfer offices a business model framework |
| title_sub | A Business Model Framework |
| topic | Technology transfer |
| topic_facet | Technology transfer |
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