1. Inward Technology Transfer as an Interactive Process
Rui Martinho
Ana Fernandes

2. Technology Transfer Technology transfer Context Inward Process
Outward Process
Context
Traditional TOT mechanisms
Had many limitations and deficiencies
Influenced by the Linear Model of Innovation
The process interactive nature was not perceived

3. TOT Model Defined by Seaton & Cordey-Hayes
A new global (inward & outward) model was defined to address these issues based in three concepts
Accessibility
Mobility
Receptivity

4. Inward Technology Transfer
A conceptual model was developed by P. Trott, based in ICI case study results
Defined as a four stages framework (4A model)
Awareness
Association
Assimilation
Application

5. 4A Model Awareness Association
Search and scan for information which is new to the organisation
Interacting with other people resulting in informal knowledge trading – networking
Association
Recognize the potential benefit of information
Associate it with internal organization needs and capabilities

6. 4A Model Assimilation Application Communicate information
Integrate the new technology with the existing knowledge base of the organization
Interactions and relationships between individuals
Application
Use of the business opportunity for competitive advantage

7. Towards a Process model...
Passing from a conceptual to a process stage
Identify the organisation internal factors that affect its ability to engage in a TOT
Characterize the necessary organizational management and environment to achieve a successful inward TOT

8. Internal Factors External business operating climate
Leadership of business manager
Happy Teams
Enthusiasm and excitement
This Spirit dives
Continuous scanning of external information
Informal and formal discussions
Mutual respect and credibility
Awareness of the needs of the business
Accumulation and retention of additional knowledge by the organization
New associations and linkages for the business
Rejection of ideas but knowledge is retained for later uses

9. Organizational Management and Organizational Environment
Routines are necessary for the efficient manufacture, marketing and distribution of products
Non-routine activities are essential to develop new linkages and associations leading to new business opportunities
These two needs result in a tension which requires effective management