Search results

Most research and development (R&D) activities in Brazil are performed by science and technology institutions (STIs). The purpose of this research was to determine whether environmentally sound technologies (ESTs) developed by these organizations were transferred to companies, either through cooperation during research or through mechanisms such as licensing agreements or spin-offs.

In total, 1,939 research groups and 702 patent registers, identified from the same set of words related to ESTs, using semantic search in open-access databases, covering a period from 2005 to 2014, were examined. The two data sets (patents and research groups) were overlaid, and it was possible to associate inventors’ names with researchers’ names.

The results showed that only six patents could be related to the 1,939 identified research groups. Of the six patents, only one was the object of a licensing agreement, and no spin-off was identified.

This study evidenced that it is necessary to expand the mechanisms of knowledge transfer, directed not only from STIs to companies but also in the opposite direction, given that companies recognize potential market opportunities.

This study shows that improvements in the Brazilian National Innovation System are necessary, as ESTs research groups demonstrated a weak association with technologies transferred to companies, with only one case of technology transfer in the form of a licensing agreement.

This study investigates the role of “soft” factors of total quality management – in terms of empowerment and engagement of employees – in facilitating or hindering organizational performance of the university technology transfer offices.

The authors developed an Ordinary Least Squares (OLS), multiple regression model to test if empowerment and engagement affect organizational performance of the university technology transfer offices.

The authors found that “soft” factors of total quality management – in terms of empowerment and engagement – facilitate the improvement of organizational performance in university technology transfer offices.

The authors’ analysis shows that soft total quality management practices create the conditions for improving organizational performance. This study provides practical implications by showing that, in the evaluation of the technology transfer office, not only the “hard” variables (e.g. number of employees and employee experience) but also the “soft” one (e.g. empowerment and engagement) matter. Therefore, university technology transfer managers or university technology transfer delegates should take actions to promote not only empowering employees but also create a climate conducive to employees' engagement in the university technology transfer offices.

With regards to the differences in organizational performances of university technology transfer offices, several studies have focused their attention on technology transfer professionals in technology transfer offices, but only a few of them have examined the “soft side” of total quality management. Thus, this study examines the organizational goals of technology transfer offices through “soft” factors of total quality management in terms of empowerment and engagement employees.