Organizational Structure as a Determinant of Academic Patent and Licensing Behavior: An Exploratory Study of Duke, Johns Hopkins, and Pennsylvania State Universities
This paper examines the influences of university organizational structure on technology transfer performance. The analysis treats the organizational structure of the technology-transfer office as an independent variable that accounts, in part, for measured differences in inter-institutional patenting, licensing, and sponsored research activities. We derive and investigate three hypotheses that link attributes of organizational form--information processing capacity, coordination capability and incentive alignment--to technology transfer outcomes. A detailed analysis of three major research universities--Johns Hopkins University, Pennsylvania State University, and Duke University--provides evidence of the existence of alternative organizational structures. The data also suggest that these organizational capabilities result in differences in technology transfer activity. Copyright 2001 by Kluwer Academic Publishers
When requesting a correction, please mention this item's handle: RePEc:kap:jtecht:v:26:y:2001:i:1-2:p:21-35. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Guenther Eichhorn)or (Christopher F. Baum)
If references are entirely missing, you can add them using this form.