This document discusses technology and knowledge transfer between developed and developing countries. It provides definitions of key terms, describes various methods of transfer such as foreign direct investment, multinational corporations, joint ventures and licensing agreements. It also summarizes several case studies of successful technology transfer projects, including transferring healthcare knowledge from European countries to Ghana and introducing more efficient butane gas stoves in Senegal to reduce deforestation. The relationship between technology transfer and innovation is explored, along with the benefits and challenges of the process.
This document discusses technology transfer in the pharmaceutical industry. It begins by defining technology transfer and describing the different types. It then discusses various methods of technology transfer, including licensing. It also discusses factors that are important for effective technology transfer, such as having a clear plan, involving the right people, and establishing a proper process. The document also outlines several models that have been proposed for technology transfer and discusses steps involved in the technology transfer process. It concludes by emphasizing that technology transfer is complex and requires a holistic approach.
This document provides an overview of technology transfer and popular technology transfer models. It discusses definitions of technology transfer, common technology transfer models, lessons learned from these models, and introduces a "Technology Transfer Life Cycle" model for planning and managing technology transfer projects. The life cycle model involves 6 stages: identifying needed technologies, searching for technology sources, negotiating deals, preparing implementation plans, implementing and assimilating technologies, and assessing impacts. Each stage is followed by a "gate" where critical decisions are made to approve moving forward.
This document discusses technology transfer models in pharmaceuticals. It begins with an introduction that defines technology transfer as the movement of technology between different stakeholders. It then discusses four qualitative models of technology transfer: the Bar-Zakay model, the Behrman and Wallender model, the Dahlman and Westphal model, and the Chantramonklasri model. It also discusses three quantitative models proposed by Sharif and Haq, Raz et al., and Klein and Lim. The document concludes that technology transfer is a complex process that requires a holistic approach and dedicated organizations to facilitate the transfer of technology from development to commercialization.
The document outlines an agenda for a presentation on technology transfers, including an introduction, discussions of vertical take-off curves, differences between process and technology transfers, common deliverables, and application techniques using a 9 gate technology transfer approach. The presentation covers key concepts like achieving desired performance from the start of a transfer and examples of specific process and technology transfers.
Transfer of technology and project planning and managementAjit Jha
A presentation discusses technology transfer and project planning and management. It defines technology transfer as the process of sharing skills, knowledge, technologies, and facilities between institutions. There are different types of technology transfer, including internal transfers within a company and external transfers between organizations. Successful technology transfers require proper planning, documentation, communication between parties, and verification that the quality is maintained.
This document discusses factors that contribute to successful transfer and uptake of environmentally sound technologies. It identifies seven key factors ("7 C's"):
1. Context - The performance of a technology depends on various local factors, so it is important for recipients to select options suitable for their specific needs and environment.
2. Challenges - There are many barriers to technology transfer at each stage, from development to use.
3. Choice - Recipients need options and tools to select the most appropriate technology to meet their needs while being environmentally sound.
4. Certainty - Lack of certainty and high risks inhibit technology markets. Increased information and consistent policies can provide more certainty.
5. Communication
This document discusses several examples of technology transfer between government and academic institutions and private companies in India. It provides cases of technologies developed in areas such as biotechnology, pharmaceuticals, electronics, and information technology that have been successfully transferred and commercialized. Examples include BARC transferring 90 technologies, NCL collaborating with universities and pharmaceutical companies, and DBT transferring forest tree technologies through tissue culture. Private companies like Eli Lilly, Wockhardt, and Cipla have signed licensing deals for drugs. Institutions like CDRI, TIFR, IIT Delhi have also successfully transferred technologies.
Technology Transfer in Pharma Industry, Technology Transfer in Pharmaceutical Industry, Pharmaceutical Technology Transfer, Pharma Tech Transfer, Naseeb basha, Pharmaceutical Tech Transfer, Naseeb basha Technology Transfer in Pharma Industry, Naseeb basha Pharmaceutical Technology Transfer
This document discusses technology transfer in the pharmaceutical industry. It begins by defining technology transfer and describing the different types. It then discusses various methods of technology transfer, including licensing. It also discusses factors that are important for effective technology transfer, such as having a clear plan, involving the right people, and establishing a proper process. The document also outlines several models that have been proposed for technology transfer and discusses steps involved in the technology transfer process. It concludes by emphasizing that technology transfer is complex and requires a holistic approach.
This document provides an overview of technology transfer and popular technology transfer models. It discusses definitions of technology transfer, common technology transfer models, lessons learned from these models, and introduces a "Technology Transfer Life Cycle" model for planning and managing technology transfer projects. The life cycle model involves 6 stages: identifying needed technologies, searching for technology sources, negotiating deals, preparing implementation plans, implementing and assimilating technologies, and assessing impacts. Each stage is followed by a "gate" where critical decisions are made to approve moving forward.
This document discusses technology transfer models in pharmaceuticals. It begins with an introduction that defines technology transfer as the movement of technology between different stakeholders. It then discusses four qualitative models of technology transfer: the Bar-Zakay model, the Behrman and Wallender model, the Dahlman and Westphal model, and the Chantramonklasri model. It also discusses three quantitative models proposed by Sharif and Haq, Raz et al., and Klein and Lim. The document concludes that technology transfer is a complex process that requires a holistic approach and dedicated organizations to facilitate the transfer of technology from development to commercialization.
The document outlines an agenda for a presentation on technology transfers, including an introduction, discussions of vertical take-off curves, differences between process and technology transfers, common deliverables, and application techniques using a 9 gate technology transfer approach. The presentation covers key concepts like achieving desired performance from the start of a transfer and examples of specific process and technology transfers.
Transfer of technology and project planning and managementAjit Jha
A presentation discusses technology transfer and project planning and management. It defines technology transfer as the process of sharing skills, knowledge, technologies, and facilities between institutions. There are different types of technology transfer, including internal transfers within a company and external transfers between organizations. Successful technology transfers require proper planning, documentation, communication between parties, and verification that the quality is maintained.
This document discusses factors that contribute to successful transfer and uptake of environmentally sound technologies. It identifies seven key factors ("7 C's"):
1. Context - The performance of a technology depends on various local factors, so it is important for recipients to select options suitable for their specific needs and environment.
2. Challenges - There are many barriers to technology transfer at each stage, from development to use.
3. Choice - Recipients need options and tools to select the most appropriate technology to meet their needs while being environmentally sound.
4. Certainty - Lack of certainty and high risks inhibit technology markets. Increased information and consistent policies can provide more certainty.
5. Communication
This document discusses several examples of technology transfer between government and academic institutions and private companies in India. It provides cases of technologies developed in areas such as biotechnology, pharmaceuticals, electronics, and information technology that have been successfully transferred and commercialized. Examples include BARC transferring 90 technologies, NCL collaborating with universities and pharmaceutical companies, and DBT transferring forest tree technologies through tissue culture. Private companies like Eli Lilly, Wockhardt, and Cipla have signed licensing deals for drugs. Institutions like CDRI, TIFR, IIT Delhi have also successfully transferred technologies.
Technology Transfer in Pharma Industry, Technology Transfer in Pharmaceutical Industry, Pharmaceutical Technology Transfer, Pharma Tech Transfer, Naseeb basha, Pharmaceutical Tech Transfer, Naseeb basha Technology Transfer in Pharma Industry, Naseeb basha Pharmaceutical Technology Transfer
The document discusses technology transfer, defining it as the transfer of research results to develop new products and processes. It states technology transfer is a process that involves different stakeholders at various levels. The document outlines where technology transfer occurs, including universities, research institutes, start-ups, and larger companies. It describes the technology transfer process as moving from research to development to commercialization. The document also discusses different forms and types of technology transfer, as well as necessary conditions for successful technology transfer like direct people-to-people communication and ensuring all parties benefit.
Technology transfer involves the systematic transfer of a technology from research and development to production. It requires a technology transfer team consisting of representatives from R&D, quality assurance, production, engineering and quality control. The technology transfer process involves multiple stages, beginning with development of the technology in R&D. R&D then provides a technology transfer dossier to production with documentation including the master formula, manufacturing instructions, specifications and analytical methods. Successful technology transfer depends on open communication between both the sending and receiving units.
This document discusses technology transfer. It defines technology transfer as the process of transferring technology from where it originated to wider distribution. It discusses the relationship between invention, innovation, design, and diffusion in technology transfer. Invention is the original concept, innovation is developing and refining an existing idea/product, design is part of the innovation process using modeling, and diffusion involves promotion and sale of the product. The document also outlines various roles like research, development, production, and markets in technology transfer and ways technology can be transferred such as collaborative research, patenting, licensing, spin-off companies, etc. It describes types of technology from emerging to established and constituents of the technology transfer process.
Keynote presentation at the International Society for Professional Iinnovation Management in Singapore, December 2014. University technology transfer needs a total rethink.. a proposed model to put value creation at the heart of engagement rather than IP control. After all, if universities don't exist to faciltate knowledge diffusion why are we here??
Transforming Technology Transfer and Recipe Management: From Spreadsheets to ...guest070fdd
Presented by Paul Wlodarczyk at Documentation and Training Life Sciences, June 23-26, 2008 in Indianapolis.
The creation and management of formulation and control recipes is a process that is overdue for transformation. Today, most pharmaceutical companies still rely on error-prone, manual recipe-management approaches, in which master recipes are treated as static and disconnected documents. These outdated approaches lead to delays in technology transfer and introduce errors as formulations are entered into execution and quality management systems. Inefficient technology transfer, in turn, leads to delays in commercialization, waste or poor yield, compliance challenges, and risks to product quality.
Recipe standardization and management can improve every aspect of the product lifecycle, from late-stage discovery through clinical and commercial manufacturing. As pharmaceutical companies increasingly implement Quality by Design principles, recipe standardization will ensure that critical process parameters and their ranges are documented in a uniform fashion, from the earliest phases of process development and then managed effectively through all stages of manufacturing.
This slide deck explores new approaches for standardizing recipe management to mitigate risk and accelerate time to market. You will see case studies and be provided with a framework for understanding how to migrate to standards-based recipe-management practices.
This document discusses research and development (R&D) in biotechnology in Malaysia. It provides background on biotechnology and phases of Malaysia's biotechnology development plan from 2005-2020. Key areas that support R&D are discussed, including funding, expertise, intellectual property resources, and collaborations. The advantages of R&D in biotechnology are outlined as leading to industrial development, human capital development, strategic positioning and competitive advantages, engaging professional participation, and future economic growth through financial infrastructure development. The conclusion states that with Malaysia's biodiversity and support for R&D, biotechnology is expected to be a key driver of growth and generate significant revenue by 2020, and that investment in R&D is better than foreign technology
The document discusses technology transfer from public research organizations in Serbia. It covers the economic and political drivers for universities and research institutes to commercialize their research through technology transfer. Some key benefits mentioned are job creation, tax revenues, and attracting investment. The document outlines the general technology transfer process, including identifying inventions, evaluating commercial potential, obtaining intellectual property protection, and bringing the technology to market through licensing or spinning out new companies. It also discusses two models for managing intellectual property - a deal-based model and an inventory model.
This document discusses methods and techniques for technological forecasting. It begins by introducing a collaborative research project on technological forecasting using data mining and semantics between MIT and MIST. It then lists leading journals in future-oriented technology analysis and technological forecasting. The rest of the document describes both qualitative and quantitative forecasting methods, including exploratory methods like technology monitoring, trend analysis, expert opinion, Delphi technique, and scenario development. It also discusses normative methods such as dynamic modeling, cross impact analysis, morphological analysis, and using series indicators. It concludes by noting no single technique is best and that choosing a technique depends on cost, accuracy, available data, computers, time, and forecast horizon.
Unlike the plot of many sci-fi movies, the human race has yet to be dominated by artificial intelligence.
And since we are not living in the world of I, Robot or The Matrix, we still need smart individuals to work alongside the technology we use.
And at the same time, we have not achieved efficiency without using technology.
The document discusses the components and mechanisms of technology transfer. It defines different types of technology transfer, including international, intranational, horizontal, and vertical transfers. The key linking mechanisms for technology transfer are the sale of machinery/equipment, licensing agreements, supply of know-how, technical information services, expert consulting services, direct foreign investment, and subcontracting. Effective technology transfer requires selection of appropriate technologies, adaptation to local conditions, training local staff for repairs/improvements, and combining technology imports with development of indigenous technical skills.
This document summarizes a seminar on technology transfer. It discusses various ways that technology is transferred, such as through consulting, collaborations, and licensing. It also describes different types of technology like emerging, innovative, and established technologies. Additionally, it outlines the constituents of the technology transfer process, including promotion, deployment, development, and commercialization. It provides examples of technology transfer, such as a process for manufacturing L-phenylalanine using enzymes.
A proper technology transfer (TT) is both essential and important to drug discovery and development for new medicinal products. It is also required to upgrade drug quality planned during research development and to final product during manufacturing as well as to guarantee that stable quality is transferred
This document discusses different modes, pricing, and negotiation of technological transfer. There are three modes of technology transfer: passive, semi-active, and active. The passive mode involves no direct communication from the originator and users self-educate. The semi-active mode uses a technology transfer agent to interpret information for users. The active mode has the technology agent and team fully involved in the transfer. Pricing can be through lump-sum payments, fees/remuneration, or royalties based on a percentage of sales. Price negotiation is a method to reach agreement between parties and depends on factors like projected revenues and bargaining strengths, with the final price usually between 2-10% of revenues over 5 years.
This document discusses technology forecasting and planning. It outlines various methods for scanning the environment, forecasting technologies, developing technology roadmaps, and integrating business and technology strategies. These include expert opinions using the Delphi method, trend analysis, modeling, and scenario analysis. The document also describes frameworks for technology auditing, assessing a technology portfolio, and the role of the chief technology officer in technology forecasting and strategic planning.
Technology strategy at national level; Technology strategy at organizational level; Generation / development of technology; S curve of technology evolution; Technology progression
The document discusses technology transfer, outlining its categories and channels. It provides case studies on reverse engineering by Phoenix Technologies Ltd, a joint venture between Suzuki and the Indian government, and intra-firm transfer at British Insulated Callender's Cables. The key channels of technology transfer are licensing, franchising, joint ventures, turnkey projects, and foreign direct investment. The case studies demonstrate how partnerships and collaboration facilitate the transfer of technological innovations between organizations.
Dr. Ravi Dhar Summarizes Technology Transfer India 2016Dr. Ravi Dhar
This document provides an overview of technology management and transfer in Indian academic organizations. It discusses how innovations and intellectual property are generated through research and protected through patents. The technology transfer process involves assessing innovations, obtaining legal protection, licensing technologies, and monitoring commercialization and revenue generation including royalty sharing. It notes that technology transfer offices help support this complex process and various research organizations in India are involved in technology transfer. Effective disposal of technologies through evaluation, upscaling, licensing and monitoring production and sales is also covered.
This document introduces technology forecasting. It defines technology forecasting as predicting the direction, character, rate, implication, and impact of technological advances. The key reasons for technology forecasting are to improve decision making by scanning the technological environment and anticipating changes. It describes the basic model of technology forecasting as having inputs, a forecasting process and techniques, and outputs. The main elements of technology forecasting are the forecasting problems/objectives, data, forecaster, techniques, forecast, and review mechanism. The objectives of technology forecasting include projecting technology replacement rates, assisting R&D management, evaluating technology value, identifying new opportunities/threats, and analyzing developments that could change strategies.
This document discusses technology transfer in the pharmaceutical industry. It begins by defining technology transfer as the process of applying technology developed in one organization or context to another. It then discusses the various aspects, types, and classifications of technology. The document focuses on the steps and processes involved in technology transfer for pharmaceutical development, including the research, development, and production phases. It outlines the key documentation and plans required for successful technology transfer, including development reports, specifications, transfer plans, and reports. The document emphasizes that effective communication and validation are important for technology transfer to ensure quality and consistency across organizations.
This document discusses the technical analysis required for a project management course. It outlines that technical analysis involves studying the availability of technology, its commercial viability, transferability, capacity utilization, production requirements, and various risks. The analysis identifies critical success factors and ensures the technology is suitable through inquiries about various technical specifications and considerations.
This document provides an overview of technological, demographic, and socio-cultural environments and their impact on business. It discusses key topics such as how technology influences business through factors like productivity and global competitiveness. It also examines the demographic environment in terms of population size, age structure, and their effects on business. Additionally, it outlines components of the socio-cultural environment including values, beliefs, and behavior and how social and cultural analysis is important for businesses to understand their market. The document also explores methods of technology transfer including licensing and joint R&D as well as limitations around lack of planning and mutual benefits.
Lect 3- Technology Transfer Processes.pptKISHOYIANKISH
This document discusses technology transfer and innovation. It defines technology transfer as the movement of technology from one entity to another, with the goal of improving competitive advantage and gaining financial benefits. Innovation is defined as the exploitation and commercial application of new ideas. For technology transfer and innovation to be successful, new knowledge must be applied to products, services, or processes. The document then discusses various models, mechanisms, and channels for technology transfer, as well as the roles of universities, research institutes, and companies. It emphasizes that technology transfer is an iterative process involving feedback between research, development, and commercialization.
The document discusses technology transfer, defining it as the transfer of research results to develop new products and processes. It states technology transfer is a process that involves different stakeholders at various levels. The document outlines where technology transfer occurs, including universities, research institutes, start-ups, and larger companies. It describes the technology transfer process as moving from research to development to commercialization. The document also discusses different forms and types of technology transfer, as well as necessary conditions for successful technology transfer like direct people-to-people communication and ensuring all parties benefit.
Technology transfer involves the systematic transfer of a technology from research and development to production. It requires a technology transfer team consisting of representatives from R&D, quality assurance, production, engineering and quality control. The technology transfer process involves multiple stages, beginning with development of the technology in R&D. R&D then provides a technology transfer dossier to production with documentation including the master formula, manufacturing instructions, specifications and analytical methods. Successful technology transfer depends on open communication between both the sending and receiving units.
This document discusses technology transfer. It defines technology transfer as the process of transferring technology from where it originated to wider distribution. It discusses the relationship between invention, innovation, design, and diffusion in technology transfer. Invention is the original concept, innovation is developing and refining an existing idea/product, design is part of the innovation process using modeling, and diffusion involves promotion and sale of the product. The document also outlines various roles like research, development, production, and markets in technology transfer and ways technology can be transferred such as collaborative research, patenting, licensing, spin-off companies, etc. It describes types of technology from emerging to established and constituents of the technology transfer process.
Keynote presentation at the International Society for Professional Iinnovation Management in Singapore, December 2014. University technology transfer needs a total rethink.. a proposed model to put value creation at the heart of engagement rather than IP control. After all, if universities don't exist to faciltate knowledge diffusion why are we here??
Transforming Technology Transfer and Recipe Management: From Spreadsheets to ...guest070fdd
Presented by Paul Wlodarczyk at Documentation and Training Life Sciences, June 23-26, 2008 in Indianapolis.
The creation and management of formulation and control recipes is a process that is overdue for transformation. Today, most pharmaceutical companies still rely on error-prone, manual recipe-management approaches, in which master recipes are treated as static and disconnected documents. These outdated approaches lead to delays in technology transfer and introduce errors as formulations are entered into execution and quality management systems. Inefficient technology transfer, in turn, leads to delays in commercialization, waste or poor yield, compliance challenges, and risks to product quality.
Recipe standardization and management can improve every aspect of the product lifecycle, from late-stage discovery through clinical and commercial manufacturing. As pharmaceutical companies increasingly implement Quality by Design principles, recipe standardization will ensure that critical process parameters and their ranges are documented in a uniform fashion, from the earliest phases of process development and then managed effectively through all stages of manufacturing.
This slide deck explores new approaches for standardizing recipe management to mitigate risk and accelerate time to market. You will see case studies and be provided with a framework for understanding how to migrate to standards-based recipe-management practices.
This document discusses research and development (R&D) in biotechnology in Malaysia. It provides background on biotechnology and phases of Malaysia's biotechnology development plan from 2005-2020. Key areas that support R&D are discussed, including funding, expertise, intellectual property resources, and collaborations. The advantages of R&D in biotechnology are outlined as leading to industrial development, human capital development, strategic positioning and competitive advantages, engaging professional participation, and future economic growth through financial infrastructure development. The conclusion states that with Malaysia's biodiversity and support for R&D, biotechnology is expected to be a key driver of growth and generate significant revenue by 2020, and that investment in R&D is better than foreign technology
The document discusses technology transfer from public research organizations in Serbia. It covers the economic and political drivers for universities and research institutes to commercialize their research through technology transfer. Some key benefits mentioned are job creation, tax revenues, and attracting investment. The document outlines the general technology transfer process, including identifying inventions, evaluating commercial potential, obtaining intellectual property protection, and bringing the technology to market through licensing or spinning out new companies. It also discusses two models for managing intellectual property - a deal-based model and an inventory model.
This document discusses methods and techniques for technological forecasting. It begins by introducing a collaborative research project on technological forecasting using data mining and semantics between MIT and MIST. It then lists leading journals in future-oriented technology analysis and technological forecasting. The rest of the document describes both qualitative and quantitative forecasting methods, including exploratory methods like technology monitoring, trend analysis, expert opinion, Delphi technique, and scenario development. It also discusses normative methods such as dynamic modeling, cross impact analysis, morphological analysis, and using series indicators. It concludes by noting no single technique is best and that choosing a technique depends on cost, accuracy, available data, computers, time, and forecast horizon.
Unlike the plot of many sci-fi movies, the human race has yet to be dominated by artificial intelligence.
And since we are not living in the world of I, Robot or The Matrix, we still need smart individuals to work alongside the technology we use.
And at the same time, we have not achieved efficiency without using technology.
The document discusses the components and mechanisms of technology transfer. It defines different types of technology transfer, including international, intranational, horizontal, and vertical transfers. The key linking mechanisms for technology transfer are the sale of machinery/equipment, licensing agreements, supply of know-how, technical information services, expert consulting services, direct foreign investment, and subcontracting. Effective technology transfer requires selection of appropriate technologies, adaptation to local conditions, training local staff for repairs/improvements, and combining technology imports with development of indigenous technical skills.
This document summarizes a seminar on technology transfer. It discusses various ways that technology is transferred, such as through consulting, collaborations, and licensing. It also describes different types of technology like emerging, innovative, and established technologies. Additionally, it outlines the constituents of the technology transfer process, including promotion, deployment, development, and commercialization. It provides examples of technology transfer, such as a process for manufacturing L-phenylalanine using enzymes.
A proper technology transfer (TT) is both essential and important to drug discovery and development for new medicinal products. It is also required to upgrade drug quality planned during research development and to final product during manufacturing as well as to guarantee that stable quality is transferred
This document discusses different modes, pricing, and negotiation of technological transfer. There are three modes of technology transfer: passive, semi-active, and active. The passive mode involves no direct communication from the originator and users self-educate. The semi-active mode uses a technology transfer agent to interpret information for users. The active mode has the technology agent and team fully involved in the transfer. Pricing can be through lump-sum payments, fees/remuneration, or royalties based on a percentage of sales. Price negotiation is a method to reach agreement between parties and depends on factors like projected revenues and bargaining strengths, with the final price usually between 2-10% of revenues over 5 years.
This document discusses technology forecasting and planning. It outlines various methods for scanning the environment, forecasting technologies, developing technology roadmaps, and integrating business and technology strategies. These include expert opinions using the Delphi method, trend analysis, modeling, and scenario analysis. The document also describes frameworks for technology auditing, assessing a technology portfolio, and the role of the chief technology officer in technology forecasting and strategic planning.
Technology strategy at national level; Technology strategy at organizational level; Generation / development of technology; S curve of technology evolution; Technology progression
The document discusses technology transfer, outlining its categories and channels. It provides case studies on reverse engineering by Phoenix Technologies Ltd, a joint venture between Suzuki and the Indian government, and intra-firm transfer at British Insulated Callender's Cables. The key channels of technology transfer are licensing, franchising, joint ventures, turnkey projects, and foreign direct investment. The case studies demonstrate how partnerships and collaboration facilitate the transfer of technological innovations between organizations.
Dr. Ravi Dhar Summarizes Technology Transfer India 2016Dr. Ravi Dhar
This document provides an overview of technology management and transfer in Indian academic organizations. It discusses how innovations and intellectual property are generated through research and protected through patents. The technology transfer process involves assessing innovations, obtaining legal protection, licensing technologies, and monitoring commercialization and revenue generation including royalty sharing. It notes that technology transfer offices help support this complex process and various research organizations in India are involved in technology transfer. Effective disposal of technologies through evaluation, upscaling, licensing and monitoring production and sales is also covered.
This document introduces technology forecasting. It defines technology forecasting as predicting the direction, character, rate, implication, and impact of technological advances. The key reasons for technology forecasting are to improve decision making by scanning the technological environment and anticipating changes. It describes the basic model of technology forecasting as having inputs, a forecasting process and techniques, and outputs. The main elements of technology forecasting are the forecasting problems/objectives, data, forecaster, techniques, forecast, and review mechanism. The objectives of technology forecasting include projecting technology replacement rates, assisting R&D management, evaluating technology value, identifying new opportunities/threats, and analyzing developments that could change strategies.
This document discusses technology transfer in the pharmaceutical industry. It begins by defining technology transfer as the process of applying technology developed in one organization or context to another. It then discusses the various aspects, types, and classifications of technology. The document focuses on the steps and processes involved in technology transfer for pharmaceutical development, including the research, development, and production phases. It outlines the key documentation and plans required for successful technology transfer, including development reports, specifications, transfer plans, and reports. The document emphasizes that effective communication and validation are important for technology transfer to ensure quality and consistency across organizations.
This document discusses the technical analysis required for a project management course. It outlines that technical analysis involves studying the availability of technology, its commercial viability, transferability, capacity utilization, production requirements, and various risks. The analysis identifies critical success factors and ensures the technology is suitable through inquiries about various technical specifications and considerations.
This document provides an overview of technological, demographic, and socio-cultural environments and their impact on business. It discusses key topics such as how technology influences business through factors like productivity and global competitiveness. It also examines the demographic environment in terms of population size, age structure, and their effects on business. Additionally, it outlines components of the socio-cultural environment including values, beliefs, and behavior and how social and cultural analysis is important for businesses to understand their market. The document also explores methods of technology transfer including licensing and joint R&D as well as limitations around lack of planning and mutual benefits.
Lect 3- Technology Transfer Processes.pptKISHOYIANKISH
This document discusses technology transfer and innovation. It defines technology transfer as the movement of technology from one entity to another, with the goal of improving competitive advantage and gaining financial benefits. Innovation is defined as the exploitation and commercial application of new ideas. For technology transfer and innovation to be successful, new knowledge must be applied to products, services, or processes. The document then discusses various models, mechanisms, and channels for technology transfer, as well as the roles of universities, research institutes, and companies. It emphasizes that technology transfer is an iterative process involving feedback between research, development, and commercialization.
This article analyzes the terminology of instructional technology from a historical perspective. It discusses how the development of terms has impacted the nomenclature, role, domain, and object of study of instructional technology over time. Originally, instructional technology was seen as instructional media. It was then considered a science and process that includes design, development, utilization, management and evaluation of learning resources and processes. Currently, the focus is on facilitating learning and improving performance. The article aims to provide a historical overview of how the terminology of instructional technology has evolved.
Means for transferring knowledge in the relocation of ...butest
This document discusses means for transferring knowledge when relocating manufacturing units based on case studies. It develops a framework to identify suitable means based on the complexity of the knowledge and the environment for transferring knowledge. Four groups of means are identified: 1) documents/manuals and peer-to-peer training, 2) scenarios on real systems, 3) prototypes and games, and 4) emulation. The framework can support developing knowledge in the new manufacturing unit by positioning the proper means based on these parameters.
The document discusses the relationship between technology and project management. It states that technology and project management are closely related, as project management relies on technology. It explores how both fields have evolved over time, with technology advancing rapidly since the 1980s and project management developing methods like PERT and CPM in the 1950s. The conclusion is that technology plays a vital role in project management, and project management cannot be done effectively without technology.
This document provides an overview of technology transfer and technology transfer models. It discusses:
1. Technology transfer has become increasingly important due to globalization and economic liberalization. It allows firms to profit from their technological assets through external exploitation.
2. There are various definitions of technology transfer depending on the context. Broadly, it refers to the movement of technology, knowledge, skills, and capital from one entity to another.
3. Common modes of technology transfer include material transfer, design transfer, and capacity transfer. More recently, models have emerged that view technology transfer occurring between the stages of technology generation by the transferor and technology assimilation by the transferee.
Open Source: The next big thing in technology transfer to developing nationsJamil AlKhatib
Free Open Source (FOS) should be one of the least expensive and most effective solutions for technology and knowledge transfer to developing nations. This concept has diffused to several fields such as software, hardware, and content. FOS offers not only a low cost alternative for technology acquisition, but also for networking based on cooperation. In addition, the transaction
costs of communication, licensing and negotiations are minimized, freeing up funds for real development. In this paper, FOS incentives, indicators, and measures are explained and the advantages of FOS as a viable technology and knowledge transfer tool for developing countries are highlighted.
This document discusses research on technological capabilities (TC) related to information technology (IT) in large Mexican firms. The researcher aims to identify factors that affect the accumulation of IT capabilities and how those capabilities relate to the formation of organizational TC. A case study of the Mexican corporation CEMEX will be used to examine how IT capabilities, such as those related to employee portals, are codified and transmitted within individuals and organizations. Key concepts around TC discussed include the skills, knowledge and experience required for technological change and how capabilities are accumulated over long periods through organizational and individual learning processes.
The Role of Appropriate ICT in Bridging the Digital Divide: Theoretical Consi...Victor van R
The importance of bridging the digital divide is no longer discussed; the focus has shifted to the design and implementation of programs that aim to close the information and knowledge gap between the developing and developed nations. Unfortunately, the majority of these programs mimic what has been successfully implemented in the developed world. It becomes increasingly clear that these successes do not necessarily translate to the context of developing nations. This chapter develops the hypothesis that information and communication technology (ICT) projects in developing countries will become more successful when they adapt to local conditions. The concept of Appropriate Technology (AT) is explored. This concept has already been embraced by fields like architecture, building technology, and agriculture, but has not yet rooted in the area of ICT.
This article proposes a preliminary theory of Appropriate ICT along the lines of existing theories in AT and system development. The theory identifies Appropriate Technology principles at three levels: hardware, software, and ICT change management. By examining real-life cases in Africa in the context of ICT for Development (ICT4D), the guiding principles of Appropriate ICT (A-ICT) are illustrated. This article will conclude with an agenda for further research in the three identified levels. The research agenda will target academia, governments, non-governmental organizations (NGOs), and industry.
Strategy for Technology Transfer and Research Results Commercialization in Un...YogeshIJTSRD
In the globalization stage, there has been an increasing interest in the determinants and outcomes of successful technology transfer and commercialization of research results. In this study, An evaluation framework which crosses technology transfer services and research results commercialization in University has been created. We found that research based business idea generation increase at a faster rate for professors with private sector work experience who have more time for research in their positions. The article ends with a discussion of our empirical findings and its implications for support activities related to technology transfer and commercialization of research results. Dr. Le Nguyen Doan Khoi "Strategy for Technology Transfer and Research Results Commercialization in University" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd44945.pdf Paper URL: https://www.ijtsrd.com/management/randd-management/44945/strategy-for-technology-transfer-and-research-results-commercialization-in-university/dr-le-nguyen-doan-khoi
This document provides information about a workshop on international collaboration, technology transfer, and minority business opportunities. The workshop goals are to bring together practitioners from Taiwan and the U.S. in technology transfer to discuss partnerships between research institutions and industry. The workshop will be a hands-on discussion for approximately 30 people and will explore topics like best practices in industry/research partnerships and negotiating alliances through a series of roundtable discussions led by experts.
This document provides an introduction to a study on the roles and impact of information and communication technology (ICT) in the construction field of quantity surveying. It discusses how ICT is used throughout the entire construction process. The document reviews literature on ICT implementation in construction, identifying factors like technological characteristics, individual characteristics, managerial support, and knowledge sharing that influence successful ICT implementation. It analyzes ICT implementation as an innovation task and explains how integrating concepts from innovation diffusion, change management, and knowledge sharing can help explain ICT diffusion during the implementation stage.
DEFINING ICT IN A BOUNDARYLESS WORLD: THE DEVELOPMENT OF A WORKING HIERARCHYIJMIT JOURNAL
Subsequent to rapid information and communication technology development, the scope of the definition of
Information and Communication Technologies (ICT or ICTs) has been utilized within diverse contexts
including economic development, education, IT, business and personal usage. A review of academic
literature, trade publications and general information was undertaken to establish a hierarchy of
applications for the term ICT or ICTs.
Adoption of technological innovations on organizational performance, case ...Alexander Decker
This document discusses factors that influence the adoption of internet banking (IB) technologies by commercial banks in Kenya. It finds that larger banks were earlier adopters of IB, with 96% of banks with over $24 billion in assets having websites in 2006, compared to 51% of smaller banks. The study surveyed financial managers at Kenyan banks to identify factors driving and hindering IB adoption. It found that increasing bank assets, imitating early adopters, and specializing in consumer lending drove adoption, while competition, average bank age hindered it. The study recommends banks increase assets, learn from early adopters, specialize in consumer lending, and form alliances to enhance IB adoption.
This document provides an overview of technology transfer concepts. It defines technology transfer as the movement of technology and knowledge from a provider to a receiver in exchange for compensation. It discusses different types of technology transfer, including property rights, scientific knowledge, technical knowledge, capital goods, and information and communication technology. It also examines key concepts like research and development. The document aims to explain the different forms and processes of technology transfer.
(2002) roberts the role of info and comm tech in knowledge transferSiti Khatizah Aziz
This document summarizes an article that questions the role of information and communication technologies (ICTs) in knowledge transfer. The article distinguishes between codified knowledge, which can be recorded and transmitted, and tacit knowledge, which is non-codified and acquired through informal learning. While ICTs facilitate the transfer of codified knowledge, their role in transferring tacit knowledge is less clear. The article raises issues around the importance of trust for successful tacit knowledge transfer and will review evidence on knowledge management and ICTs' impact on multinational enterprise research and development activities.
This document discusses technology transfer, including definitions, types, and necessary conditions. Technology transfer is defined as the transfer of research results to develop new products and processes. There are different kinds of technology transfer, such as intramural within organizations, and extramural between public and private sectors. Technology can be transferred vertically from research to development to production, or horizontally between contexts. Successful transfer requires direct people-to-people communication and qualified agents to apply the technology appropriately.
Appropriate ICT as a Tool to increase Effectiveness in ICT4D: Theoretical Con...Victor van R
The need to bridge the digital divide is no longer a point of discussion and therefore focus has shifted to the design and implementation of programs that have the potential to close the information and knowledge gap between the developing and developed nations. Unfortunately, the majority of these programs are small and mimic what has been successful in the developed world. It has become increasingly clear that these successes do not necessarily translate well in the context of developing nations. This paper develops the hypothesis that Information and Communication Technology (ICT) projects in developing countries will become successful only when they are adapted to local conditions. The general concept of Appropriate Technology (AT) will be explored for the field of ICT. AT has already been embraced by fields like architecture, building technology and agriculture, but has not yet been rooted in ICT.
The paper proposes a preliminary theory of Appropriate ICT along the lines of existing theories in AT and System development. The theory identifies Appropriate Technology principles at three levels: hardware, software and ICT change management. By means of real life mini cases in the ICT for Development context in Africa, the guiding principles for Appropriate ICT are illustrated. The paper will conclude with an agenda for further research in
the three identified levels. The research agenda targets academia, governments, NGO's and industry.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Tambalamin Technology Transfer Global Innovation Final
1.
2. Control over present and future market development is desirable, particularly with products and techniques having a longer life circle
3. The firm fears licensing will result in the give-away of valuable know-how or will threaten its position in established markets
4. The transfer involves a broad line of products or is an integrated part of marketing and financial management
5. The technology is highly complex or the foreign affiliate lacks industrial sophiscation and the transfer requires a prolonged and sustained relatioship to effect the transfer or
6. There is a concern over protecting the product standards or trade name. also, for U.S. firms, transfer to controlled subsidiaries avoids most antitrust aspects entailed in licensing to third parties (Immelt, Govindarajan, and Trimble 2009). Benefits and Challenges of Technology Transfer The challenges of technology and knowledge transfer have over the years been a great concern to researchers. Because of the closeness between these two elements, their challenges are almost similar. (Samli 1985), model the pattern of technology transfer into six dimensions: geography, culture, economy, business, people and government, while (Egbu 2000), looked at knowledge transfer in six dimensional ways; people, content, culture, process, infrastructure and technology. These shows that the challenges and benefits of technology and knowledge transfer are similar and that one cannot do without the other. One of the benefits of technology transfer is globalization of industries. Technology transfer brings the world together as one large market place. When technology is properly transferred around the world from a developed nation to developing nations, economic vibrancy will be seen and nations will draw closer to one another making the world look like a large global market place. Internationalization of domestic market is also a benefit to technology transfer. Products produced by domestic markets could compete with large international industries if proper technology is transferred to the domestic market. This will increase production and also economic growth. Some barriers of technology transfer to developing countries also exist. These includes; lost of intellectual property, exploitation of indigenous employees, lack of infrastructure, attitudes of employees, government policies/legal protection, geographical location, environment, etc. “Knowledge transfer is an important issue when talking about technology transfer” (Li-Hua 2009). Technology transfer will only be achievable in developing countries if academic, policy makers/government and companies are involved in the process of knowledge transfer. Although, it has been proven difficult to measure the level of technology transfer from foreign companies to local companies, but the measurement of transfer between foreign companies and local companies involves the observation of human communication and interactions, attitude, interest and motivation of all participant of the transfer process. Universities in developing countries have always been involved in the traditional way of teaching without more involvement with companies for research and innovations. Government should be involve in the development of knowledge-based economies and increase demand for innovation which has brought about new challenges for universities to move beyond their traditional role of educational institution and develop more outreach activities in partnership with companies (Etzkowitz and Leydesdorff, 1997; Etzkowitz and Leydesdorff, 2001; Etzkowitz and De Mello, 2003). The process of technology transfer by developing countries is one of learning and improving their technological capability (Barbosa and Vaidya, 1997). This is a complex, long-term process with various levels of technological competence such as the ability to use the technology, adopt it, stretch it, and eventually to become more independent by developing, designing and selling it. SECTION IV Typical Channels of technology tranfer R&DCommercializationProductionDeployment/DiffusionR&DCommercializationProductionDeployment/DiffusionDeveloped countriesDeveloping countriesManufacturersManufacturersIn-house developmentTechnology LicensingFDI & JV ImitationTechnology LicensingFDI & JV ImitationExport Figure: 2 Typical channels of technology transfer Figure 2 above schematizes the technology development and transfer process in both developed and developing countries. It must be noted that technological knowledge, experience and equipment can be transferred from the upper level to the lower level through various channels between them, such as exports, foreign direct investments, including joint ventures, licensing and imitation. The exports channel is the one being used the most current because most developing countries prefer to buy the end product at whole sale prices and then retail to end consumers at prices that will allow them make 100% profit. Most of the large and small enterprises prefer this method because it’s less costly, less risky and returns are immediate. Taking the time to partner in joint ventures sometimes takes too much of their time and hence are never interested. Recommendations to stake holders of developing countries. A lot of cases that involve technology transfer between a developed and developing country, result in a failure because the donor country was either unable or unwilling to transfer tacit knowledge or the recipient country was incapable of continuing to sponsor the project, or lacked skilled workers with the ability to learn through experience. Those case there were successful involve the transfer of tacit knowledge. As in the case of Senegal and Kenya, you will notice that the process was initiated by a multinational corporation operating locally. The corporations leveraged on their home experience and came up with new ideas to develop a new market. They got the support of government and the people and hence technology was transferred successfully. Developing countries can successfully transfer technology and knowledge if a proper, measurable and goal oriented strategy is put in place. This strategy should include all major stake holders (the government, Educational institutions, public and private R&D centers and institutions, large, midsized and large private and public companies). If all this stake holders come together and develop a technology and knowledge transfer strategy, most of the problems encountered in the past will be avoided. The government can create partnerships with foreign and national private sector investors to develop the basic pillars for national development. These are; adequate and efficient road and transportation network to allow free movement of people and goods within and out of the country, adequate and efficient national information and communication technology infrastructure with undersea sub-marine fiber used for international backhaul, development of a solid foundation for the establishment of science and technology educational institutes, develop strong intellectual property laws and business establishment policies to encourage foreign investments and joint ventures with multinational enterprises and market the natural resources of the countries and invite foreign companies to invest. Figure 3 below schematizes my recommendation for a successful knowledge and technology transfer process. Educational InstitutionsGovernmentCompaniesPublic R&DCentersEducational InstitutionsGovernmentCompaniesPublic R&DCentersLegend for the diagramRed lines = EDINST - allGreen lines = GOVT - allPurple lines = PR&D - allBlue lines = COMP - allDeveloped countriesDeveloping countriesThe media of transfer and buffer zone to allow knowledge and technology to be transferred from Developed countries to developing countries and in some cases from developing to developed countriesSuggested framework and process for a successful knowledge and technology transfer between developed and developing countries Figure: 3 – Suggested framework and process for a successful technology/knowledge transfer (Dougherty 1999) argued that knowledge transfer is about connection not collection. The collection of knowledge is considered when discussing the adoption of knowledge. This process does not allow the continuous flow of knowledge from the recipient to the donor. Therefore, a successful technology transfer can only be implemented when there is continual flow of knowledge transfer between the parties involved. In my recommended figure above, you will notice that the flow is a continual process with one-to-many, many-to-one and many-to-many relationships. Knowledge is recognized as a fundamental asset of an organization in this current competitive global environment (Teece, 1998). Therefore, knowledge transfer is very important when considering economic strength of a country or company. Knowledge transfer has be defined by authors in different ways, in all the definitions, one thing is very clear and that is, knowledge transfer is a continual flow of knowledge that leads to innovation for economic development. My recommended approach includes the following stake holders; Governments, Educational Institutions, Public R&D centers, and companies in both developed and developing countries. Since developing countries are the once in need of technology/knowledge the most, they should be taking the lead to create strategic partnerships with one or all of the stake holders mentioned here in developed countries. For example; Government ‘A’ in developing country ‘a’ can create a strategic technology/knowledge transfer partnership with Government ‘B’ in developed country ‘b’. This will be a one to one partnership in which both countries will mutually benefit. In such partnerships, the developing country government should negotiate terms that will include the transfer of technology between public and private R&D centers and companies of both countries. The key term or point in the negotiation should be the transfer of tacit knowledge and not explicit knowledge. How can this be done? There are many ways but I will recommend one that I know works always. Let’s say Sierra Leone government is partnering with a USA government company to build a national telecom network. The first step in such knowledge/technology transfer should include the movement of workers from Sierra Leone to United States and from United States to Sierra Leone to study and learn more about each other’s company and operations. The Sierra Leone company workers will learn about the equipments to be used in the process, how they are currently being used, network management practices, leadership skills and support and customer service processes and etc while they are in the US. The US team in Sierra Leone will learn the same about Sierra Leone company and interact directly with customers and other stake holders in the process. This could be done for a period of at least 6 months prior to contract or project implementation start date. The two teams can then later meet and put together lessons learnt and make recommendations for a successful knowledge/technology transfer. This process will continue even while the project is ongoing. It should also be part of the agreement to train Sierra Leoneans how to maintain, customize, and support the technology to be transferred. Such training should take place in Sierra Leone. The point that is being stressed here is “on the job training through learning by doing” and the removal of barriers that will stop the recipient company or government from customizing and improving the technology being transferred. Such barriers are not good in the process and if they are, technology will be transferred successfully. A cutoff point for support should also be set because this usually adds on the overall cost of the technology transfer process. With a cutoff date for support, the recipient country or company will be obliged to learn and customize the technology for ongoing growth. Works Cited BARANSON, JACK.
TECHNOLOGY TRANSFER THROUGH THE INTERNATIONAL FIRM.
American Economic Review. International Bank for Reconstruction and Development. BELL, MARTIN and ANABEL MARIN.
Where Do Foreign Direct Investment-Related Technology Spillovers Come From in Emerging Economies? An Exploration in Argentina in the 1990s.
European Journal of Development Research. Frank Cass & Company Ltd. Garduño, Eric.
Rethinking TT Metrics for Developing Countries.
Innovation Matters (2004). —.
SOUTH AFRICAN UNIVERSITY TECHNOLOGY TRANSFER: ACOMPARATIVE ANALYSIS.
Wasington DC: International Intellectual Property Institute, January 2004. Garnsey, Elizabeth.
An Early Academic Enterprise: A Study of Technology Transfer.
Business History. London: University of Cambridge, 1992. Griffith, David A., Ali Yavuz Zeybek and Matthew O'Brien.
Knowledge Transfer as a Means for Relationship Development: A Kazakhstan-Foreign International Joint Venture Illustration.
Journal of International Marketing (2001). Harvard Business Review.
New TecKnologies for Emerging Economies.
Thinking Ahead. HBR, 1961. HASPER, MICHAEL.
GREEN TECHNOLOGY IN DEVELOPING COUNTRIES: CREATING ACCESSIBILITY THROUGH A GLOBAL EXCHANGE FORUM.
DUKE LAW & TECHNOLOGY REVIEW (2009). Layton, Ron and Peter Bloch.
IP DONATIONS: A POLICY REVIEW.
IP DONATIONS: A POLICY REVIEW. Wasinghton DC: International Intellectual Property Institute, January 2004. —.
Please Donate Patents on the Shelf;Tax benefits can be Focused for Greater Good.
Legal Times Magazine. Legal Times Magazine, 15 March 2004. Li-Hua, Richard and Hendrix A Odigie.
Unlocking the Channel of Tacit Knowledge Transfer.
Unlocking the Channel of Tacit Knowledge Transfer. 2009. Mottner, Sandra and James P. Johnson.
A Review and Implications for Licensing to Transitional and Emerging Economies.
Motivations and Risks In International Licensing (n.d.). Mugabe, John.
FOREIGN DIRECT INVESTMENT, R&D AND TECHNOLOGY TRANSFER IN AFRICA: An Overview of Policies and Practices.
2009. Pro Inno Europe, Inno Views.
Emerging Economies (BRIC* Countries) and Innovation
Implications for innovation policies in Europe
.
Background and Scope. Brussel: Pro Inno Europe, 2009. Rebentisch, Eric.
New Insights Into the International Technology Transfer Process.
Cambridge. Simpson, Brent.
Technology Transfer and Dissemination: A Contribution to the West Africa RegionalProgram Action Plan for the Initiative to End Hunger in Africa.
Agricultural Policy Development Program. Bethesda, December 2002. Tatikonda, Mohan V. and Gregory N Stock.
Product Technology Transfer in the Upstream Supply Chain.
Product Innovation Management. Product Development & Management Association, 2003. Technology Transfer Principle & Strategy . 2009. Technology Transfer Tactics.
Technology Transfer Tactics.
Technology Transfer Tactics April 2008: 64. Technology, Interavia Business and.
Double-edged globalisation.
Interavia Business and Technology. Aerospace Media Publishing. The Fundamental Principle & Strategy of Technology Transfer. 2009. Ueno, Takahiro.
Technology Transfer to China to Address Climate Change Mitigation.
U.S. Global Leadership: An Initiative of the Climate Policy Program at RFF. Resources for the future, August 2009. WALKER, ANDY.
TECHNOLOGY TRANSFER: STRATEGY, MANAGEMENT, PROCESS AND INHIBITING FACTORS. A STUDY RELATING TO THE TECHNOLOGY TRANSFER OF INTELLIGENT SYSTEMS.
London: Imperial College Press, March 2000. Yamakawa, Yasuhiro, Peng W Mike and David L Deeds.
What Drives New Ventures to Internationalize from Emerging to Developed Economies?
ENTREPRENEURSHIP THEORY and PRACTICE. Baylor University, January 2008. Zhang, Wei and Robert Taylor.
EU TECHNOLOGY TRANSFER TO CHINA The automotive industry as a case study.
Journal of the Asian Pacific Economy (2001). Andrzej H Jasinski, 2005, Barriers for Technology Transfer in Transition Economies: Results of Empirical Studies; school of management, Warsaw University, IOS press. Argote, L. and Ingram, P. (2000), “Knowledge Transfer: a basis for competitive advantage in firm”, Organization Behavior and Human Decision Processes, vol.82, No.1, pp.150-169. Barbosa, F. and Vaidya, K. (1997), “Developing Technological Capabilities in an Industrializing Country: Cases of two Brazilian Steel Companies,” Technology Management: Strategies & Applications, Vol.3, No.3, pp.287-298. Boyett, J. H and Boyett, J. T. (2001), The Guru Guide to the Knowledge Economy: The Best Ideas for Operating Profitably in a Hyper-Competitive World; Join Wiley and Sons, Inc. New York. Czinkota, M. R, Ronkainen, I. A and Moffett, M.H. (1994), International Business, The Dryden press. Fort worth. Dougherty, V. (1999), Industrial and Commercial Training, vol 31, no.7. pp 262-266, MCB University press, ISSN 1019-7858. Egbu. C. (2000), Knowledge management in Construction SMEs; Coping with the issues of structure, culture, commitment, and motivation: Proceedings of the Sixteenth Annual Conference of Association of Researchers in Construction Management (ARCOM), Glasgow Caledonian University, September 6-8, 2000. Egbu C. & Lee Cynthia C. (2007), Information technology Tools for Capturing and Communicating Learning and Experiences in Construction SMEs in Developed and Developing Countries Encyclopedia: http://en.wikipedia.org/wiki/knowledge-transfer, 28-0ct-2007. Etzkowitz, H and De Mello, J.M.C (2003). The rise of a triple helix culture‟, International Journal of Technology Management & Sustainable Development, Vol.2, No.3, pp. 159-171. Etzkowitz, H. and Leydesdorff, L. (1997), „Introduction to Special Issues on Science Policy Dimensions of the Triple Helix Group. Newcastle University Business School, Newcastle. Etzkowitz, H and Leydesdorff, L (2001), Universities and the Global Knowledge Economy: A Triple Helix of University-Industry-Government Relation, Continuum, London Ganech D. Bhatt (2000), Organizing Knowledge in the Knowledge Organization Cycle, Journal of Knowledge Management, Vol 4, isuue 1. Grant RM. (1996), Toward a Knowledge-based Theory of the Firm. Strategic Management Journal, 109-122. Haris, H. (2002), “Strategic Management of International Workers,” Innovations in International HR. Vol.28, No.l, pp.1-5 Husted, K. and Michailova, S. (2002), “Diagnosing and Fighting Knowledge Sharing Hostility,” Organizational Dynamics. Vol.31, No.1, pp. 60-73 Koniger, P and Janowitz, K (1995), “Drowning in Information, but thirsty for Knowledge”, International Journal for Information management. Vol, 15, No 1, pp 5-16. Liebeskind JP. (1996), Knowledge, Strategy, and the Theory of the Firm. Strategic Management Journal; 17: 93-107. Lihua R. (2006), Examining the Appropriateness and Effectiveness of Technology Transfer in China, Newcastle Business School, University of Northumbria at Newcastle, Newcastle Upon Tyne. Lihua R. (2005), From Technology Transfer to Knowledge Transfer – A study of international joint venture project in China. Lisa A. Phillips, Roger Calantone and Ming-Tung Lee (1994), International Technology Adoption- Behavior Structure, Demand Certainty and Culture. Journal of Business & Industrial Marketing, vol.9, No.2. pp.16-28.MCB University press, 0885-8624. Michael Thesis, William Erickson, Tony Lloyd-Jones, Catalina Gandelsonas, Ripin Kalra, Gholam Khiabang and Luisa Vallejo (20007), Improving Research Knowledge Technical Transfer. Max Lock Centre, University of Westminster. Mowery, D.C, Oxley, J. E, and Silverman, B.S. (1996), “Strategic Alliances and Inter-firm Knowledge transfer,” Strategic Management Journal, Vol.17, pp.77-91. Noacsc, http://www.noacsc.org/allen/ba/hs/noblet/definete.htm. Viewed on 09-Nov-2007 at 20.25 hours. P.K.De (2004), Gap Between Strategy and Management of Technology: A Review of Indian Scenario; in Hosni & Khalil (eds), Management of Technology. Internet Economy: Opportunities and Challenges for Developed and Developing Regions of the World. Elsevier ltd. Prabuddha Sanyal (2004), Intellectual Property Rights Protection and Location of R&D by Multinational Enterprises, Journal of Intellectual Capital. Vol.5, No.1, pp 59-76. RCUK (2006) Independent External Challenge Report to Research Councils UK „„Knowledge Transfer in the Eight Research Councils‟‟ April 2006. London: Research Councils UK. Rod Falvey and Neil Foster (206), The Role of Intellectual Property Right in Technology Transfer and Economic Growth: Theory and Evidence Robert C. Megantz (2002), Technology Management; Developing and Implementing Effective Licensing Programs. John Wileys & Sons inc. Samli, A, (1985), Technology Transfer: Geographic, Economic, Culture and Technical Dimensions. Greenwood press, USA. Stuhlman Management Consultants, http://home.earthlink.net/~ddstuhlman/defin1.html. viewedon 11th Nov, 2007. Sveiby, K.E (1997), The New Organization Wealth: Managing and Measuring Knowledge-Based Assets, Berrett-Koehler Publishers, san Francisco, CA. Teece, D.J. (1998), “Capturing Value from Knowledge Assets”, California Management Review, vol. 40. No.3, pp.55-78. Thomas M. Apke, J.D., LL.M, (1998), Acquisition and Licensing of Intellectual Property, Department of Management, School of Business & Economics, California State University. Vol. 40, No.6 Yanying Chen and Yijun Yuan (2007), The innovation Strategy of Firms: Empirical Evidence from the Chinese High-Tech Industry. Journal of Technology Management in China. Vol2, No.2, pp 145-153. Technology transfer in international business By Tamir Agmon, Mary Ann Young Von Glinow How GE Is Disrupting Itself by Jeffrey R. Immelt, Vijay Govindarajan, and Chris Trimble Website References http://www.grida.no/climate/ipcc/tectran/357.htm http://www.grida.no/climate/ipcc/tectran/329.htm http://www.grida.no/climate/ipcc/tectran/333.htm http://www.solutions-site.org/artman/publish/article_22.shtml http://www.climatetech.net/TTClear_Search_Results_Detail.cfm?LinkAdvID=66837 http://www.solutions-site.org/docs/2_60/2_60.htm http://www.solutions-site.org/cat2_sol60.htm http://unfccc.int/ttclear/jsp/Projects3.jsp?prid=3310&db=TTProjects http://www.grida.no/climate/ipcc/tectran/335.htm http://www.grida.no/climate/ipcc/tectran/337.htm http://www.flacso.edu.mx/colaboratorio/archivos/China_Cobo.doc http://www.makhfi.com/ http://www.grida.no/climate/ipcc/tectran/014.htm http://jobfunctions.bnet.com/abstract.aspx?docid=108779 http://unfccc.int/ttclear/jsp/Projects3.jsp?prid=3239&db=TTProjects http://www.ghanaweb.com/GhanaHomePage/diaspora/artikel.php?ID=100285 http://www.czso.cz/xs/edicniplan.nsf/tab/3E00498A55 http://ncsp.undp.org/docs/879.doc http://www.grida.no/climate/ipcc/tectran/224.htm http://unfccc.int/ttclear/jsp/Projects3.jsp?prid=3242&db=TTProjects http://www.nwlink.com/~donclark/knowledge/knowledge.html http://www.climatetech.net/TTClear_Search_Results_Detail.cfm?LinkAdvID=66843 http://www.climatetech.net/TTClear_Search_Results_Detail.cfm?LinkAdvID=66539 http://www.iom.int/ghana/mida/projects.htm http://www.google.com/dictionary?q=R%26D&hl=en&langpair=en|en&oi=dict_re http://www.ipcc.ch/ipccreports/sres/tectran/index.php?idp=14 http://www.seek.salford.ac.uk/pp.jsp?EgbuCharles1697 http://www.thefreelibrary.com/The+health+impacts+of+exposure+to+indoor+air+pollution+from+solid+...-a095526985 http://www.climatetech.net/TTClear_Search_Results_Detail.cfm?LinkAdvID=66307 http://business.rutgers.edu/download.aspx?id=592 http://www.ehponline.org/docs/2001/109-3/spheres.html http://jobfunctions.bnet.com/search.aspx?compid=10250 http://www.corporatestrategy.eu/ http://www.docstoc.com/docs/2399224/FROM-TECHNOLOGY-TRANSFER-TO-KNOWLEDGE-TRANSFER-A-STUDY-OF http://www.grida.no/climate/ipcc/tectran/318.htm http://indiaenvironmentportal.org.in/taxonomy/term/3739?parent1=3736&parent2=3703 http://www.ingentaconnect.com/content/els/10909516/2000/00000035/00000002 http://www.allbusiness.com/management/854858-1.html http://www.ciimc.com/wedd/en_declaration.html http://www.kanecountyguide.org/index.php?option=com_cpx&task=services.code&code=TR http://www.iacmr.org/Publications/Newsletter/08issue4/newsletter_08_4.htm http://www.iipi.org/nav_newsroom/published_articles.asp http://dictionary.sensagent.com/Strategic%20management/en-en/ http://www.wordiq.com/definition/Strategic_management http://www.abtassociates.com/Page.cfm?PageID=1000&FamilyID=40330&RS=1 http://marketing.byu.edu/htmlpages/ccrs/proceedings01/papers/Gudergan-Soo.doc http://www1.elsevier.com/cdweb/journals/10909516/CDWEB::Article.db2 http://www.chinadaily.com.cn/en/doc/2003-11/07/content_279306.htm http://knowledgesinterchange.wordpress.com/ http://www.thefreelibrary.com/Referents+in+management+research--towards+greater+consciousness+of...-a0140744315 http://www.chinese-embassy.no/eng/dtxw/t110540.htm http://211taxonomy.org/search/record?code=TR http://www.wsichina.org/morningchina/article.asp?id=3220 http://www.zoominfo.com/people/Egbu_Charles_205838211.aspx http://www.business.rutgers.edu/download.aspx?id=1478 http://www.fmprc.gov.cn/eng/zxxx/t455676.htm http://www.ebizlib.com/2008_07-archives.html http://www.nowpublic.com/tech-biz/successful-fuel-efficient-cookers-show-way http://fcmfajardo.sld.cu/cev2002/conferencias/informatica_ronald_laporte.htm http://www.iucr.org/iucr-top/iucr/stcttee04.html http://portal.acm.org/citation.cfm?id=1232271 http://www.indiaenvironmentportal.org.in/category/thesaurus/climate-change/climate-agreements/technology-transfer?page=2 http://www.stockholmchallenge.org/project/data/horizon-solutions-site http://calcarenet.ca.gov/BrowseServices.aspx?ServiceTypeCode=TR http://www.fao.org/sd/dim_in3/docs/in3_040501d1_en.doc http://redalyc.uaemex.mx/redalyc/html/755/75505808/75505808.html http://refmanager.ntu.ac.uk/ntu.asp?username=SMI3ZHANGMW http://www.buzzle.com/articles/psychology-terms-glossary-of-psychology-terms-and-definitions.html http://www.publications.parliament.uk/pa/cm200506/cmselect/cmsctech/995/99507.htm http://www.allbusiness.com/technology/computer-software-management/1070032-1.html http://www.ingentaconnect.com/content/mcb/080/1994/00000009/00000002 http://sos.net/~donclark/hrd/history/knowledge.html http://www.nationmultimedia.com/2007/01/18/business/business_30024426.php http://www.mysmu.edu/faculty/janelu/jim.doc http://www.stat.go.jp/english/info/guide/20guide.htm http://ssc.undp.org/June-2009.260.0.html http://www.lums.lancs.ac.uk/events/ias/10182/ http://en.wikipedia.org/wiki/Strategic_management https://strobe.uwaterloo.ca/~twiki/pub/WebAdvisory/WebCMS/UW_CMS_WAC_Report_20080923.doc http://icntt.org/content/faq http://www.chinaembassy.org.np/news/0311/declaration.htm http://www.ocdc.coop/sector.htm http://www.un.org/documents/ecosoc/cn17/1998/background/ecn171998-bp9.htm http://www.economicexpert.com/9a/Strategic:management.htm http://www.mri.gov.on.ca/english/programs/orf/ri/documents/Notice%20of%20Intent%20Form%20for%20Large%20Infrastructure%20Funds.doc http://www.investegate.co.uk/Article.aspx?id=200303281407073556J http://historical-debates.oireachtas.ie/D/0569/D.0569.200306250072.html http://nccuir.lib.nccu.edu.tw/handle/140.119/30120 http://www.iccwbo.org/id388/index.html http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&hdAction=lnkhtml&contentId=1610992 http://www.bus.msu.edu/staff/staff_vitae/176.doc http://charlesegbu.com/Contact.html http://siteresources.worldbank.org/INTCDRC/Resources/489940-1118082525099/BraindrainMobilityofTalent.DOC http://www.stou.ac.th/Schools/Shs/booklet/2_2552/km.htm http://www.publications.parliament.uk/pa/cm200506/cmselect/cmsctech/995/99508.htm http://forms.wto.org/eradbibliographie/bibliography_displayall_e.asp?order=author&page=31 http://mgtclass.mgt.unm.edu/Kassicieh/MOT%20PhD%20program/MOT%20PhD%20Proposal%20Appendices.doc http://www.tribuneindia.com/2007/20070215/nation.htm http://enterprise.leeds.ac.uk/enterprise/site/scripts/faqs.php?switchstyle=textonly.css&categoryID=1&faqID=54 http://www.brandtasmania.com/newsletter.php?ACT=story&issue=77&story=5 https://www.msu.edu/~bingen/Jim%27sCV01009.htm http://www.international-food-safety.com/usa.htm http://unfccc.int/ttclear/jsp/CaseStudy.jsp http://www.lspc.ca/circ/default.asp?pg=servcat.asp&TC=T http://www.chinadaily.com.cn/en/doc/2003-11/06/content_279217.htm http://www.lums.lancs.ac.uk/events/10182/ http://www.parliament.the-stationery-office.co.uk/pa/cm200506/cmselect/cmsctech/995/99505.htm http://forum.chasedream.com/dispbbs.asp?boardID=61&ID=312621&page=1 http://www.amazon.com/phrase/alcohol-programme http://thesis.lib.stut.edu.tw/theabs/site/sh/detail_result.jsp?id=096STUT0121072 http://eprints.ecs.soton.ac.uk/13105/1/399we30.htm http://www3.fis.utoronto.ca/%7Eyu/2183outline.html http://mint.mcmaster.ca/mint/news6/n6-41.htm http://forms.wto.org/eradbibliographie/bibliography_displayall_e.asp?order=date&page=12 http://it.toolbox.com/blogs/scm-watch/is-local-innovation-the-next-big-global-strategy-34569 http://www.bambooweb.com/articles/s/t/Strategic_management.html http://www.rcub.bg.ac.yu/~todorom/tutorials/rad34.html http://www.worldscinet.com/ijim/04/0401/S13639196000401.html http://www.allbusiness.com/trade-development/economic-development-emerging-markets/10564927-1.html http://ceoroundtable.chinadaily.com.cn/cdrt/cdrt19/WangXu.html http://www.fsis.usda.gov/oa/pubs/vets%2Dfinal.htm http://www.emeraldinsight.com/10.1108/08858629410059762 http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.106.9540 http://www.ehponline.org/members/2002/110p1057-1068ezzati/ezzati-full.html http://www.informalberta.ca/public/common/taxonomyDefinition.do?taxonomyQueryId=2096 http://enterprise.leeds.ac.uk/faqs/1/staff_enterprise/answer/54/what_is_knowledge_transfer http://www.efst.hr/management/Vol9No1-2004/1-Cater.doc http://www.isid.ac.in/~pu/conference/dec_08_conf/Papers/ArtiGrover.doc http://www.grida.no/climate/ipcc/tectran/091.htm http://www.guuspijpers.com/TAM.htm http://www.accessmylibrary.com/article-1G1-63648926/motivations-and-risks-international.html http://www.worldscinet.com/ijim/04/0401/S1363919600000068.html http://www.allbusiness.com/management/597491-1.html http://www.allbusiness.com/management/557273-1.html http://www.iscn.at/select_newspaper/installation/sweden.html http://infomgt.bi.no/euram/material/p-mueller.doc http://faculty.uccb.ns.ca/mchoudhu/chapter8.html http://unfccc.int/ttclear/jsp/Projects3.jsp?prid=3244&db=TTProjects http://www.seek.salford.ac.uk/viewPublicationDetailsAction.do?publicationNum=11402 http://charlesegbu.com/ResearchProjects.html http://www.tlainc.com/articl176.htm http://www.inconcept.com/JCM/May2005/liu.html http://bao100.zj001.net/show_hdr.php?xname=8T4MBV0&xpos=8&dname=