White (1977)White, W. (1977). Effective transfer of technology from research to development. Research Management, 20(3), 30-34. doi:10.1080/00345334.1977.11756416 https://doi.org/10.1080/00345334.1977.11...
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Overlap of the technology and development phases with the transfer of personnel among departments and, occasionally, just one leader reporting directly to senior management. |
Explicit: "Research personnel and development personnel normally continue to report to their respective managements during the cooperative transfer period" (p. 33). |
Process to stimulate personnel interaction, e.g., technological forecasting |
Medical equipment company, author was director of research |
Cohen, Keller, & Streeter (1979)Cohen, H., Keller, S., & Streeter, D. (1979). Transfer of technology from research to development. Research Management, 22(3), 11-17. doi:10.1080/00345334.1979.11756535 https://doi.org/10.1080/00345334.1979.11...
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Existence of primary factors (e.g., complete technical knowledge, comprehension of the potential of growth of technology), and secondary elements (e.g., timeliness/ opportunity, senior leadership involved), which affect the technology transfer. |
Explicit: "transfer of technology from research to development" (p. 11). |
Joint programs (e.g., development people in research laboratories and research activities in development laboratories) are two of primary factors |
Study based on 18 projects in IBM published by three of its executives. |
Iansiti (1995aIansiti, M. 1995a. Technology development and integration: An empirical study of the interaction between applied science and product development. IEEE Transactions on Engineering Management, 42(3), 259-269. doi:10.1109/17.403744 https://doi.org/10.1109/17.403744...
, 1995b)Iansiti, M. 1995b. Technology integration: Managing technological evolution in a complex environment. Research Policy, 24(4), 521-542. doi:10.1016/S0048-7333(94)00781-0 https://doi.org/10.1016/S0048-7333(94)00...
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Proposition of a framework based on information processing model to evaluate development speed and R&D productivity considering three stages: exploration, integration and product development. Two approaches are considered: elements focused and system-focused approach (more productive and faster). |
Explicit (for the two illustrative cases): focus on "importance of processes linking activities in applied science to those in product development" (1995a, p. 259). |
Existence integration group in the system focused approach. |
Mainframe companies, 27 projects, longitudinal study (10 years). |
Chiesa (1996)Chiesa, V. (1996). Separating research from development: Evidence from the pharmaceutical industry. European Management Journal, 14(6), 638-647. doi:10.1016/S0263-2373(96)00060-6 https://doi.org/10.1016/S0263-2373(96)00...
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Detail on the differences of management of research department and development department, based on culture (e.g. R - freedom to express scientific opinions, D - clear-cut priority setting), organization (e.g., R - specialized core teams, D - teamwork among different technical specialists), and people (e.g., R - right place for "single stars", D - teamwork). |
Explicit: "separationof the 'research' and 'development' activities organisationally and sometimes physically" (p. 638). |
Not explicit. |
Nine pharmaceutical companies, case study.
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Eldred & McGrath (1997aEldred, E., & McGrath, M. 1997a. Commercializing new technology - I. Research Technology Management, 40(1), 41-47. doi:10.1080/08956308.1997.11671102 https://doi.org/10.1080/08956308.1997.11...
, 1997b)Eldred, E., & McGrath, M. 1997b. Commercializing new technology - II. Research Technology Management, 40(2), 29-33. doi:10.1080/08956308.1997.11671114 https://doi.org/10.1080/08956308.1997.11...
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Technology and product development typically require a bridge step called technology transfer that needs three basic elements: program synchronization, technology equalization, and technology transfer management. |
Explicit: "technology transfer process requires individuals from both research and development to work effectively together" (1997b, p. 30). |
Formation of a technology transfer group. |
Not specified, number of cases and industries.
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Drejer (2002)Drejer, A. (2002). Integrating product and technology development. International Journal of Technology Management, 24(2-3), 124-142. doi:10.1504/IJTM.2002.003048 https://doi.org/10.1504/IJTM.2002.003048...
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Integration must consider three dimensions: different aspects of the department involved, the activities related to technology transfer, and time horizons. |
Explicit organizational separation for three of four cases: focus on "integration betweenproduct development and technology development" (p.124). |
Integrated discussion using models/tools, e.g., Quality Function Deployment. |
Different industries, Four cases. |
Nobelius (2004)Nobelius, D. (2004). Linking product development to applied research: Transfer experiences from an automotive company. Technovation, 24(4), 321-334. doi:10.1016/S0166-4972(02)00073-1 https://doi.org/10.1016/S0166-4972(02)00...
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Based on Eldred and McGrath's model, considers three elements: strategic and operational synchronization, transfer scope, and transfer management - bridging the gap. |
Explicit: "applied researchershave been working in more functional departments thanproduct developers" (p. 332). |
Design responsibilities for the transfer phase. |
Automobile company, internal survey. |
Lakemond Johansson, Magnusson, & Safsten (2007)Lakemond, N., Johansson, G., Magnusson, T., & Safsten, K. (2007). Interfaces between technology development, product development and production: Critical factors and a conceptual model. International Journal of Technology Intelligence and Planning, 3(4), 317-330. doi:10.1504/IJTIP.2007.016303 https://doi.org/10.1504/IJTIP.2007.01630...
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Six situational factors must be taken into account: complexity and degree of changein the product complexity and degree of changein the production process;technology uncertainty;geographicaland organizationdispersion of technology development and product project development;geographical and organizationaldispersionof project product development andproduction; and market uncertainty. |
Explicit: "interfaces between technology development, product development and production must be managed" (p. 317). |
Assignment of a full-time integrator is suggested to have an effective transfer. |
Five industries, two projects in each, longitudinal three years. |
Magnusson & Johansson (2008)Magnusson, T., & Johansson, G. (2008). Managing internal technology transfer in complex product development. European Journal of Innovation Management, 11(3), 349-365. doi:10.1108/14601060810889008 https://doi.org/10.1108/1460106081088900...
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A contingency framework must guide the internal technology transfer. Uses the elements presented by Nobelius (2004)Nobelius, D. (2004). Linking product development to applied research: Transfer experiences from an automotive company. Technovation, 24(4), 321-334. doi:10.1016/S0166-4972(02)00073-1 https://doi.org/10.1016/S0166-4972(02)00...
to evaluate the technology transfer process. Unit cost and production volumes are important dimensions, and how the new technology affects existing product architecture. |
Explicit. "transfer of new technology from technologydevelopment to product development" (p. 349). |
Prototypes and engineers "spanning between technology development and product development" (p. 361). |
Electrical equipment & telecommunication systems, three cases. |
Karlsson Taylor, & Taylor (2010)Karlsson, C., Taylor, M., & Taylor, A. (2010). Integrating new technology in established organizations: A mapping of integration mechanisms. International Journal of Operations & Production Management, 30(7), 672-699. doi:10.1108/01443571011057290 https://doi.org/10.1108/0144357101105729...
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Considering a matrix of (1) technological advancement of the product, which arises from technology integration process and (2) level of expertise and prior experience with new technology integration; the combination of the four integration categories needs to be different to effectively integrate each quadrant of the matrix; integration mechanisms. |
Focus on the integration of software technology into mechanical products. Separation is not explicit for all cases. |
Structure, processes, resources, and culture. |
Twelve industries, multiple case-study. |
Kurumoto, de Oliveira, & Amaral (2012)Kurumoto, J. S., de Oliveira, M. G., & Amaral, D. C. (2012). Technology-product integration in SMEs: The unclear separation between the technology and product development. Product: Management & Development, 10(2), 95-103. doi:10.4322/pmd.2013.003 https://doi.org/10.4322/pmd.2013.003...
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Investigation of integration strategies in small and medium enterprises (SMEs) in technologies and product projects. |
Unclear separation of R and D for 9 of 22 cases: "The results show that many SMEs often do not recognize differences between technology and product projects" (p. 100). |
No specified mechanisms but they describe some issues in sequential projects approach: "lack of human resources, unskilled employees, and partners" (p. 100). |
Twenty-two SMEs, case-study. |
Schuh & Apfel (2014)Schuh, G., & Apfel, K. (2014). Framework to design type-based transfer processes between technology and product development. Management Studies, 2(6), 357-372. doi:10.17265/2328-2185/2014.06.001 https://doi.org/10.17265/2328-2185/2014....
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Reference exhibit where each project can plan its transfer project, considering: transfer process, transfer object, situational context, requirements, transfer elements, and type-based configuration. |
Explicit: "transfer processes between technology development and product development" (p. 357). |
Not explicit. |
Experience from consultancy projects. |