a-small-lab Resources

The Transfer of Technology from Research to Development (Cohen, Keller and Streeter, 1979)

A study based on observations from real life, concerning the transfer of technology from research to development.

Primary Factors:

• Technical Understanding:

Although it may seem obvious, it needs to be stressed that it is essential that research understand the main technical issues involved with a technology before attempting to transfer it.

• Feasibility:

Although time constraints may be an issue, it is, for the most part, important to refrain from promoting a project until feasibility (the definition of which generally needs to be agreed on by both research and receiving ends) can be demonstrated. In some cases, feasibility is defined by the end-user and thus real-use studies will need to be performed.

• Advanced Development Overlap:

When projects are transferred, research needs to decide whether they will maintain activity, support development, defend their concepts, or explore advanced/related technologies. Thus, an overlap program needs to be prepared in order to enable success. Some work (e.g. systems) may require the creation of an advanced development effort (sometimes requiring the addition of new types of people to the laboratories) is necessary in order to explore problems of scaling-up, marketability and economic feasibility.

• Growth Potential:

Aims that are too narrowly defined, and are without clear paths to technical and product applicability growth may hamper research programs. Competition from new technologies may cause existing technologies to ‘stretch’ their goals, perhaps losing some of the benefits of competition in the process. Even though new research and development can force advances in existing technology, this should not be its main purpose.

• Existence of an Advocate:

Unless the results of research reach the right people in the organization, transfer will not succeed – someone in research must take responsibility for this. Well-timed seminars on transferable concepts have been useful in this regard. Additionally, the existence of an external champion of the research can enhance the effectiveness of the internal advocate.

• Advanced Technology Activities in a Development Laboratory:

For hardware, advanced technology (ad tech) programs are helpful and often necessary for transfer. If ad tech interest is high, their connections to research can smooth transfer. Ad tech may serve a critical function, being competitive or even obstructive to research efforts. However these higher standards can be beneficial, by pushing research further than it would otherwise be taken (thus improving feasibility and grooming specialists). For the case of software, however, the positive influence of ad tech programs is not yet clear as it is difficult to define their role.

• External Pressures:

For many hardware and some software projects, the existence of similar technology in competitors’ labs or product announcements may encourage transfer (especially where research can draw management attention to this in a timely manner). Such external pressure also provides a standard against which to judge progress and achievement.

• Joint Programs:

Joint programs may be helpful but do not ensure success. They can take the form of support through the provision of money or people, involving researchers in outside development laboratories or development people in a company’s own labs. It may be difficult, however for outside researchers to convince development managers of the worth of their ideas.

Secondary Factors:

• Timeliness:

Timeliness is important but not sufficient nor necessary. Research may try to produce early results because of competition from alternative technologies. Further, development will often have to be timed to fit in with product cycles and to take into account the feasibility of introducing new technology in conventional product areas.

• Internal Users:

Internal users can demand technological innovation, and augment or grow the market for them. Research labs could possibly stimulate internal user OO if it does not arise naturally.

• Government Contacts:

Government contracts can act as a sustaining force for development and a stimulus for tech transfer. Demanding requirements of contracts may force otherwise unnecessary collaboration which may produce developments which have applications in future products.

• High-Level Involvement:

Corporate management or staff committees may aid the transfer process, but this is not viewed as being an important or effective mechanism.

• Individual Corporate Responsibility:

For example, an individual who has a role with a corporate watchdog may be important when dealing with totally new areas of technical endeavor (but this is rare).

• Proximity:

The closeness of development and research laboratories is not viewed as being important, however there may be small convenience and cost benefits.

Original Text:
in Strategic Management of Technology and Innovation (Burgelman, Christensen and Wheelwright)
Strategic Management of Technology and Innovation