ABSTRACT As the importance of technology transfer activities to the growth and survival of public... more ABSTRACT As the importance of technology transfer activities to the growth and survival of public and private organisations has become evident in recent years, researchers have been paying closer attention to the resources and capabilities such organisations will need in order to compete in markets. Yet it is still unclear what skills that individuals who are considering the various activities and contexts they are part of need. This paper investigates the skills that individual technology transfer professionals generally need and how the importance of each of these skills varies by context. It is based on a multiple-phase qualitative and quantitative study of technology transfer skills at the individual level. Results indicate the importance for technology transfer professionals to possess a range of five particular soft and business skills besides having two hard skills such as those related to intellectual property rights and domain-specific knowledge. Our results also highlight the heterogeneity in skills that technology transfer professional mainly draw on depending on the contexts of which they are part.
ABSTRACT Recent years have witnessed the emergence of a new profession often referred to as the t... more ABSTRACT Recent years have witnessed the emergence of a new profession often referred to as the technology transfer (TT) manager. TT managers apply various skills to accomplish transfer activities such as legal competencies; marketing and negotiation competencies; team work competencies; innovation competencies; and knowledge management competencies. Furthermore, the transfer of technology takes place in various contexts such as universities, business entities and governmental institutions. This special issue focuses on the profession of technology transfer. In particular, it examines the emergence of the technology transfer profession and the impact on the practice of technology transfer at the individual, unit, project and organizational level.
Both in theory and in practice insight is limited about how firms in dynamic environments could o... more Both in theory and in practice insight is limited about how firms in dynamic environments could organize to manage concurrently the strategic processes of exploring new knowledge and exploiting existing knowledge. To contribute to this issue, a conceptual framework is developed which considers the ability to exchange knowledge across organization-units within a firm as a prerequisite to achieve both the goals of exploring and exploiting organizational knowledge. This framework shows how awareness and interest towards exchanging knowledge across units, internal knowledge transfer mechanisms, prior knowledge of the organization units and their organization form, influence the processes of exploration and exploitation within the firm. The conceptual framework and the propositions are illustrated by two case studies of Novartis, one of the leading European life-science companies. The first case is about exchanging knowledge between Novartis’ divisions in the actual organization context....
Inzicht in hoe het simultaan ontwikkelen van nieuwe kennis (exploratie) en het toepassen van best... more Inzicht in hoe het simultaan ontwikkelen van nieuwe kennis (exploratie) en het toepassen van bestaande kennis (exploitatie) binnen ondernemingen met meerdere bedrijfseenheden bevorderd kan worden, is in de praktijk en in de theorie nog beperkt. Om hieraan een bijdrage te leveren, wordt een conceptueel raamwerk ontwikkeld dat belangrijke management- en organisatiedeterminanten van het proces van horizontale kennisuitwisseling tussen bedrijfseenheden in beeld brengt.1 Daarbij wordt onderzocht hoe determinanten als ‘awareness’ van en ‘interest’ in kennisuitwisseling, ‘transfermechanismen’ van kennis, ‘gerelateerde kennis’ en de ‘organisatievorm’, het exploreren en het exploiteren van kennis kunnen beinvloeden.
SecureLink was founded in Belgium in 2003. In 2008, the three co-founders acquired ownership and ... more SecureLink was founded in Belgium in 2003. In 2008, the three co-founders acquired ownership and moved the company to Sliedricht, the Netherlands. They realized early on that the industry was based on the mantra ‘Eat or get eaten’ and set out an ambitious plan for growth. In 2014, a new CFO was hired to further formalize the structure and processes of the organisation as it continued growing rapidly. By 2016, 3 cybersecurity firms were acquired and the number of employees went from 140 to 650. In 2018, a new CEO was appointed.
markdownabstractOrganisational learning occurs when people engage in exploration activities – act... more markdownabstractOrganisational learning occurs when people engage in exploration activities – activities aimed at acquiring and using new knowledge, ideas and insights. Exploration, explains Tom Mom, associate professor of strategic entrepreneurship at RSM, ‘is about people and organisations promoting things that are new to them,’ which can lead to new products, new technologies, or the company going into new markets.
In today’s increasingly international world, it’s not uncommon for multinational companies to mov... more In today’s increasingly international world, it’s not uncommon for multinational companies to move some element of their headquarters to another country. Here’s how to evaluate the strategic costs and benefits of such decisions.
ABSTRACT As the importance of technology transfer activities to the growth and survival of public... more ABSTRACT As the importance of technology transfer activities to the growth and survival of public and private organisations has become evident in recent years, researchers have been paying closer attention to the resources and capabilities such organisations will need in order to compete in markets. Yet it is still unclear what skills that individuals who are considering the various activities and contexts they are part of need. This paper investigates the skills that individual technology transfer professionals generally need and how the importance of each of these skills varies by context. It is based on a multiple-phase qualitative and quantitative study of technology transfer skills at the individual level. Results indicate the importance for technology transfer professionals to possess a range of five particular soft and business skills besides having two hard skills such as those related to intellectual property rights and domain-specific knowledge. Our results also highlight the heterogeneity in skills that technology transfer professional mainly draw on depending on the contexts of which they are part.
ABSTRACT Recent years have witnessed the emergence of a new profession often referred to as the t... more ABSTRACT Recent years have witnessed the emergence of a new profession often referred to as the technology transfer (TT) manager. TT managers apply various skills to accomplish transfer activities such as legal competencies; marketing and negotiation competencies; team work competencies; innovation competencies; and knowledge management competencies. Furthermore, the transfer of technology takes place in various contexts such as universities, business entities and governmental institutions. This special issue focuses on the profession of technology transfer. In particular, it examines the emergence of the technology transfer profession and the impact on the practice of technology transfer at the individual, unit, project and organizational level.
Both in theory and in practice insight is limited about how firms in dynamic environments could o... more Both in theory and in practice insight is limited about how firms in dynamic environments could organize to manage concurrently the strategic processes of exploring new knowledge and exploiting existing knowledge. To contribute to this issue, a conceptual framework is developed which considers the ability to exchange knowledge across organization-units within a firm as a prerequisite to achieve both the goals of exploring and exploiting organizational knowledge. This framework shows how awareness and interest towards exchanging knowledge across units, internal knowledge transfer mechanisms, prior knowledge of the organization units and their organization form, influence the processes of exploration and exploitation within the firm. The conceptual framework and the propositions are illustrated by two case studies of Novartis, one of the leading European life-science companies. The first case is about exchanging knowledge between Novartis’ divisions in the actual organization context....
Inzicht in hoe het simultaan ontwikkelen van nieuwe kennis (exploratie) en het toepassen van best... more Inzicht in hoe het simultaan ontwikkelen van nieuwe kennis (exploratie) en het toepassen van bestaande kennis (exploitatie) binnen ondernemingen met meerdere bedrijfseenheden bevorderd kan worden, is in de praktijk en in de theorie nog beperkt. Om hieraan een bijdrage te leveren, wordt een conceptueel raamwerk ontwikkeld dat belangrijke management- en organisatiedeterminanten van het proces van horizontale kennisuitwisseling tussen bedrijfseenheden in beeld brengt.1 Daarbij wordt onderzocht hoe determinanten als ‘awareness’ van en ‘interest’ in kennisuitwisseling, ‘transfermechanismen’ van kennis, ‘gerelateerde kennis’ en de ‘organisatievorm’, het exploreren en het exploiteren van kennis kunnen beinvloeden.
SecureLink was founded in Belgium in 2003. In 2008, the three co-founders acquired ownership and ... more SecureLink was founded in Belgium in 2003. In 2008, the three co-founders acquired ownership and moved the company to Sliedricht, the Netherlands. They realized early on that the industry was based on the mantra ‘Eat or get eaten’ and set out an ambitious plan for growth. In 2014, a new CFO was hired to further formalize the structure and processes of the organisation as it continued growing rapidly. By 2016, 3 cybersecurity firms were acquired and the number of employees went from 140 to 650. In 2018, a new CEO was appointed.
markdownabstractOrganisational learning occurs when people engage in exploration activities – act... more markdownabstractOrganisational learning occurs when people engage in exploration activities – activities aimed at acquiring and using new knowledge, ideas and insights. Exploration, explains Tom Mom, associate professor of strategic entrepreneurship at RSM, ‘is about people and organisations promoting things that are new to them,’ which can lead to new products, new technologies, or the company going into new markets.
In today’s increasingly international world, it’s not uncommon for multinational companies to mov... more In today’s increasingly international world, it’s not uncommon for multinational companies to move some element of their headquarters to another country. Here’s how to evaluate the strategic costs and benefits of such decisions.
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Papers by Tom Mom