Proceedings of the 3rd European Conference on Intellectual Capital

Thanaletchumi Sathasivam et al.
The results <strong>of</strong> <strong>the</strong> post-study questions were obtained from ten open-ended research questions that
focused on <strong>the</strong> outcomes <strong>of</strong> <strong>the</strong> technology transfer, ongoing technology transfer efforts, and <strong>the</strong> role
<strong>of</strong> <strong>the</strong> study itself in improving technology transfer. Particular issues included retrospective analysis <strong>of</strong>
problems that were identified during <strong>the</strong> study, as well as discussion <strong>of</strong> what changes have been
made at <strong>the</strong> radar manufacturing company in order to continue <strong>the</strong> technology absorption process.
These questions were intended to target <strong>the</strong> expertise <strong>of</strong> <strong>the</strong> respondents, as well as to determine
how <strong>the</strong> process <strong>of</strong> technology transfer continued following <strong>the</strong> completion <strong>of</strong> <strong>the</strong> study.
Post-interview results clearly indicated that respondents felt <strong>the</strong> technology transfer was effective in
some areas, with <strong>the</strong> effectiveness varying by <strong>the</strong> specific task. They highlighted <strong>the</strong> difficulties in <strong>the</strong>
strict timeline and <strong>the</strong> lack <strong>of</strong> effective planning, inability to manage risk, and gaps in <strong>the</strong> organization
which could reduce <strong>the</strong> effectiveness <strong>of</strong> technology transfer. Respondents did see an improvement in
<strong>the</strong> ability to use and understand <strong>the</strong> technology, indicating that <strong>the</strong> team has been working hard and
has been benefiting from increased exposure and experience as well as gaining access to improved
technical support. However, some technical support is required. Respondents clearly indicated that
<strong>the</strong>re was a learning curve associated with <strong>the</strong> process, which had not been attempted before at <strong>the</strong>
company, and that <strong>the</strong> process become easier as it went on. Respondents indicated substantial
changes in <strong>the</strong> organisational culture and structure in response to <strong>the</strong> challenges posed by this
technology transfer. This included <strong>the</strong> increased role <strong>of</strong> open discussion <strong>of</strong> problems, improving <strong>the</strong>
decision making process, changes to o<strong>the</strong>r policies and procedures in order to improve <strong>the</strong>ir flexibility
and applicability to <strong>the</strong> process, providing incentives to increase improvements, improvements to
knowledge management practices, and improved relationships with <strong>the</strong> electronics supplier, all <strong>of</strong>
which were seen as key in improving <strong>the</strong> ongoing process <strong>of</strong> technology transfer. One positive poststudy
development was <strong>the</strong> improvement <strong>of</strong> relationships between <strong>the</strong> radar manufacturing company
and its technology supplier. During <strong>the</strong> initial study, <strong>the</strong> relationship between <strong>the</strong> two firms was <strong>of</strong>ten
ambiguous, with respondents indicating that <strong>the</strong> technology supplier gave only <strong>the</strong> information and
support that was required by <strong>the</strong> contract (and which was largely considered to be inadequate).
However, <strong>the</strong> respondents to <strong>the</strong> post-study interview indicated that this had improved, and that <strong>the</strong>
company was now pursuing a closer relationship with <strong>the</strong> supplier as a means <strong>of</strong> improving its
integration in technology. Respondents also indicated that <strong>the</strong> company has taken a number <strong>of</strong> new
initiatives in order to improve <strong>the</strong> integration <strong>of</strong> technology and eventual effectiveness <strong>of</strong> technology
transfer. These methods have included engaging in skills-based hiring intended to support <strong>the</strong>
technology, sponsorship <strong>of</strong> existing staff to improve <strong>the</strong>ir skill level, closer relationships with suppliers,
external placement <strong>of</strong> staff at organisations that can provide improved competency, changes in
company structure and decision making practices, investment in knowledge resources and
development <strong>of</strong> a resource area for staff and a knowledge portal developed to support known
information.Overall, <strong>the</strong> results <strong>of</strong> <strong>the</strong> study were not considered surprising by respondents. In
particular, <strong>the</strong>y anticipated <strong>the</strong> difficulties with <strong>the</strong> technology transfer process based on <strong>the</strong>ir own
experience, and felt that <strong>the</strong> study accurately reflected <strong>the</strong> outcomes <strong>of</strong> <strong>the</strong> technology transfer
process. However, <strong>the</strong>y reiterated <strong>the</strong> fact that, as a first-time technology transfer process for <strong>the</strong>
radar manufacturing company, this was a learning experience and was not considered to be a
complete failure by <strong>the</strong> company.
8. Practical contribution to future technology transfer recipients
The research was focused on <strong>the</strong> practical environment and as such <strong>the</strong> majority <strong>of</strong> <strong>the</strong> insights that
were gained through <strong>the</strong> research were in fact practical. The practical contribution is reinforcement <strong>of</strong>
important characteristics including organisational culture and knowledge management in <strong>the</strong> effective
transfer <strong>of</strong> technology. The role <strong>of</strong> knowledge management appears to have been <strong>the</strong> most relevant
for <strong>the</strong> organisation during <strong>the</strong> integration <strong>of</strong> results and <strong>the</strong> aftermath <strong>of</strong> <strong>the</strong> technology transfer. The
organisation also exhibited a positive response to this knowledge. The post-study respondents
indicated that a number <strong>of</strong> positive changes to <strong>the</strong> knowledge management practices in <strong>the</strong>
organisation had taken place following <strong>the</strong> study completion and <strong>the</strong> initial technology transfer
process. These changes included <strong>the</strong> use <strong>of</strong> a closer relationship between <strong>the</strong> supplier and <strong>the</strong>
company, <strong>the</strong> hiring <strong>of</strong> individuals whose skills and knowledge could be used to maximize <strong>the</strong>
company‟s ability to use and understand <strong>the</strong> technology, and <strong>the</strong> beginning development <strong>of</strong> a formal
knowledge management system in order to provide <strong>the</strong> structures to build organisational capacity. A
significant pragmatic implication <strong>of</strong> this research is that technology transfer does not necessarily come
to a natural end point when <strong>the</strong> partner company releases <strong>the</strong> technology or tools to <strong>the</strong> target
company. Instead, it is an ongoing process, whose end may be at this point, but may also not be. This
finding has one major implication for practitioners <strong>of</strong> technology transfer - Do not impose artificial
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