TECHNOLOGY-TRANSFER FROM UNITED-STATES GOVERNMENT AND UNIVERSITY RESEARCH-AND-DEVELOPMENT LABORATORIES

被引：21

作者：

BOZEMAN, B

CROW, M

机构：

[1] Technology and Information Policy Program, Syracuse University, Syracuse

[2] Office of Science and Technology Policy, Iowa State University, Ames Laboratory, Ames

来源：

TECHNOVATION | 1991年 / 11卷 / 04期

关键词：

D O I：

10.1016/0166-4972(91)90036-4

中图分类号：

T [工业技术];

学科分类号：

08 ;

摘要：

Despite the increased interest in domestic technology transfer, there is surprisingly little empirical evidence on determinants of technology transfer activity. This study presents results from a national survey of more than 900 laboratories, focusing on a sub-sample of 134 government laboratories and 139 university laboratories. An environmental dependence model of technology transfer activity is presented, arguing that influence of political authority is a major determinant of technology transfer activity. Tests of the model indicated that scientific and technical mission diversity is particularly important in understanding technology transfer to both government and industry. However, a variety of measures of political boundary spanning are quite important in transfer to government but not so to industry. Likewise, the nature of the resource base (government vs. industrial) is strongly related to the choice to transfer technology to, respectively, government and industry.

引用

页码：231 / 246

页数：16

共 16 条

[11]

Daft, Organization Theory and Design, (1986)

[12]

Bozeman, McGowan, Information acquisition and political environments in technologically-intensive government agencies, The Transfer and Utilization of Technical Knowledge, (1982)

[13]

Bozeman, Crow, U.S. R&D Laboratories and their Environments: Public and Market Influence, Final Report to the National Science Foundation, (1987)

[14]

Crow, The Effect of Publicness on Organizational Performance: A Comparative Analysis of R&D Laboratories, (1985)

[15]

Ford, Slocum, Size, technology, environment, and the structure of organizations, Academy of Management Review, 2, pp. 561-575, (1977)

[16]

Thompson, Organizations in Action, (1963)

← 1 2 →