Proceedings of the 3rd European Conference on Intellectual Capital

Thanaletchumi Sathasivam et al.
2.3 Managing knowledge in technology transfer
Knowledge in an organisation is <strong>the</strong> combination <strong>of</strong> all information about policies, practices, data, and
experience and exposure <strong>of</strong> personnel that can be harnessed to achieve <strong>the</strong> objectives <strong>of</strong> <strong>the</strong>
organisation (Bhatt, 2002). Gopalakrishnan and Santoro (2004) distinguish between knowledge
transfer and technology transfer, suggesting that <strong>the</strong> variables involve different processes, although
knowledge transfer may be essential for technology transfer. Kallil, Claudio, & Seleim, (2006) also
claimed that managing knowledge and <strong>the</strong> transfer are <strong>the</strong> central elements in <strong>the</strong> technology transfer
process.
The knowledge management system used by <strong>the</strong> organisation is a critical construct in affecting
absorptive capacity because it controls <strong>the</strong> formal and informal routines related to <strong>the</strong> acquisition and
dissemination <strong>of</strong> knowledge (Bounfour, 2003; Kallil, Claudio, & Seleim, 2006). It involves <strong>the</strong> system
used for networking among employees and <strong>the</strong> transfer <strong>of</strong> information and knowledge (Daghfous,
2004). The level or type <strong>of</strong> technology in use in <strong>the</strong> organisation also affects capacity. Organisations
using technologies similar to <strong>the</strong> transferred technology will have greater capacity to absorb <strong>the</strong> new
technology (Kumar & Marg, 2003). As a result, <strong>the</strong> capacity dimension <strong>of</strong> readiness includes
education, training, experience, <strong>the</strong> knowledge management system, and <strong>the</strong> existing use <strong>of</strong>
technology in <strong>the</strong> organisation. The knowledge management system is composed <strong>of</strong> both formal and
informal components that can <strong>the</strong>oretically influence <strong>the</strong> technology transfer process.
The knowledge management system utilized in <strong>the</strong> organization can influence <strong>the</strong> capacity <strong>of</strong> <strong>the</strong>
organisation to acquire and use <strong>the</strong> information necessary to support <strong>the</strong> new technology (Oztemel
&Polat, 2007). Therefore a relationship also exists between <strong>the</strong> knowledge management system <strong>of</strong>
<strong>the</strong> organisation and readiness for technology transfer. The knowledge management system is a
significant factor in <strong>the</strong> ability <strong>of</strong> <strong>the</strong> organisation to disseminate both explicit and implicit knowledge to
<strong>the</strong> individuals requiring information. The capacity <strong>of</strong> <strong>the</strong> organisation in terms <strong>of</strong> its existing level <strong>of</strong>
knowledge and experience in turn influences <strong>the</strong> way it uses <strong>the</strong> knowledge management system
during <strong>the</strong> technology transfer process.
3. Methodology
In addressing <strong>the</strong> research question, interviews and focus group discussions were carried out to
determine <strong>the</strong> components for <strong>the</strong> framework. These participants were purposefully selected to
provide insights into <strong>the</strong> introduction <strong>of</strong> new technology that was intended to advance <strong>the</strong> existing
technologies within <strong>the</strong> firm. Upon implementing <strong>the</strong> findings <strong>the</strong> framework was tested using post hoc
interviews.
3.1 Qualitative data collection instruments
The data collection instruments in <strong>the</strong> qualitative phase <strong>of</strong> <strong>the</strong> study consisted <strong>of</strong> open ended
questions posed to <strong>the</strong> interviewees and focus group participants. The questions were intended to
obtain information about <strong>the</strong> perceptions and experiences <strong>of</strong> <strong>the</strong> study participants about <strong>the</strong>
technology transfer process. The questions were derived from <strong>the</strong> issues identified by previous
researchers investigating technology transfer. The development <strong>of</strong> <strong>the</strong> questions followed <strong>the</strong>
recommendations <strong>of</strong> Wengraf (2001) in which <strong>the</strong> questions should be based on <strong>the</strong>ory but should
use <strong>the</strong> language commonly used by <strong>the</strong> interviewees. Figure1 shows <strong>the</strong> process used for
developing <strong>the</strong> questions.
The general structure conformed to this pattern <strong>of</strong> relating <strong>the</strong> questions to <strong>the</strong> <strong>the</strong>oretical issues
underlying <strong>the</strong> research. Question 1 was a general question connected to <strong>the</strong> overall research
purpose and intended to establish <strong>the</strong> general direction <strong>of</strong> <strong>the</strong> participants. Questions 2, 3, and 4 were
related to <strong>the</strong> readiness construct. Questions 5, 6, 7, and 8 were related to organisational culture.
Questions 9, 10, and 11 were related to knowledge management. Questions 12 and 13 were related
to <strong>the</strong> effectiveness <strong>of</strong> <strong>the</strong> technology transfer process.
3.2 Focus groups
Three focus group sessions were held with eight participants in each focus group in October and
December 2009. These participants came from across <strong>the</strong> organisation. The focus groups included
24 participants. The group included 10 Bachelor holders, nine Diploma holders, three Masters
390