University knowledge transfer: exploring organisational structures to create strategic alignment
International Journal of Technology Transfer and Commercialisation
© 2017 Inderscience
Reason for embargo
Under embargo until 21 June 2018 in compliance with publisher policy
Whilst knowledge and technology transfer unarguably present an important source of wealth for a nation and an important component of a modern University’s offering to society, the management of this activity is complex and as a result many economies struggle to realise their expectations. Academics and commercial organisations are quick to blame inflexible and bureaucratic university transfer offices and administrators for this shortfall. This paper takes an approach of exploring the structural arrangements of knowledge transfer offices across various countries to identify if different structures help overcome different strategic and operational challenges involved in university-industry knowledge transfer. The findings identify that interdependent and complex management practices coupled with equally complex organisational architectures lead to issues of conflicting pressures and ambiguous governance. Furthermore, this research illustrates a number of ‘structural’ solutions that universities have adopted to try to side-step some of the problems.
This is the author accepted manuscript. The final version is available from Inderscience via the DOI in this record
Vol. 15 (4), pp. 385–399