Inward Technology Transfer as an Interactive Process Rui Martinho Ana Fernandes

Technology Transfer Technology transfer Context 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

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

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

4A Model Awareness Association 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

4A Model Assimilation Application 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

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

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

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